If you were unable to attend this years HRPA Conference in Toronto and missed the presentation, find out more about our approach to helping organizations navigate the normal stages of growth. Find out what needs to happen for your business to successfully achieve its potential.
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5 Stages of Growth in Authentic Organizations - HRPA Conference 2015
1. Leadership systems that
create powerful companies
From Unconsciousness to
Authenticity
Five Stages of Organizational Life
HRPA
January 23, 2015
Presented by: Heather Hilliard
Behavioral Change & Leadership Expert
2. What you will learn
Concept of authentic organization
Stages of organization life
How to take your organization to the next stage
Implications for HR practitioners
How to bring consciousness and authenticity to
your organizational and leadership practices
4. Let’s find out…
YES…
Clearly define ‘who you
are’
Experience or reality
matches; intentional
Accept reality of your
leaders and work with
them
Decisions made
objectively
Espoused values tangibly
present
NO…
Unclear who you are;
maybe different depending
on who you work for
Don’t do what you say or
deliver on promises
Complain, withhold and/or
blame
Decisions made to avoid
conflict or discomfort
5.
6. Why is it important?
Being authentic isn’t easy
Key to achieving potential
Inauthenticity is a barrier to
growth and performance
Over time, leads to
organizational dysfunction
7. 5 Stages:
from unconscious to authentic
Stage 1:
Unconscious
Competent
Stage 2:
Becoming Conscious
Stage 3:
Designing the
Authentic Organization
Stage 4:
Building the
Authentic Organization
Stage 5:
Working in the
Authentic Organization
8. Unconscious Competent
Product or service that the business owner is
competent at building, delivering or providing
Leader or leaders are workers
Focus on survival of the business
Lack of branding or consistent
identity internally and externally
Absence of business systems and
processes
Stage
1
9. Crisis of Growth &
Stuck Point
Growth of the business leads to:
increase of internal chaos, acting out &
dysfunctions
conflict due to lack of boundaries, role
definitions or organizational structures
energy spent fixing problems
no longer “high” on business
feel powerless in own business
Stage
1
10. Unconscious Competent
To move to Stage 2:
Think of the business as an entity
with structural & functional needs
Address absence of leadership that
creates chaos
Give up beliefs that are getting in
the way
Identify real issues & brainstorm
solutions
Stage
1
11. Becoming Conscious
Recognize business can’t
sustain growth without
infrastructure
Can identify issues but don’t
know how or have time to
resolve them
Experiment with solutions to
issues in a non-systemic way
Delegation of authority,
adding another level of
management
Stage
2
A body without bones
will flop…. So will a
business without a
sound structure.
12. Crisis of Growth &
Stuck Point
Growth of the business leads to:
autonomous decision making
issues aren’t dealt with; leads to
power struggles; high turnover
employees feel complain, get
away with non-performance
unpredictably, chaos, confusion
leaders feel they can never do
enough
Stage
2
13. Becoming Conscious
To move to Stage 3:
Consider needs of organization as a whole
instead of addressing issues
Consider people & system needs
Focus attention internally, investing in building
the foundation for the organization
Address the importance of the employee
experience to the success of the business
Recognize the need for external expertise;
support and hire experts
Stage
2
14. Designing the Authentic
Organization
Stage
3
The turning point
Stepping back from the focus on
making money to building awareness
of who the business is, it’s ecosystem
that governs behavior and productivity
Need to ask:
What is your organizational identity?
What is your organizational
ecosystem?
15. Your Organization’s Identity
The three organization’s identity questions:
Who do our customers think we are?
Who do we think we are?
Who are we, really?
Stage
3
Culture Identity Image
16. Your Organization’s
Ecosystem
Complex connections between environment, functional
areas, people, leadership, supply chain, etc
Comprised of constituents and elements that are
intended to function interdependently to achieve a
desired result
Interdependence is necessary for an ecosystem to
function in a healthy, productive fashion
Ensures alignment of actions, behavior & outcomes
Stage
3
17. Your Organization’s
Ecosystem
By mapping the points of
interdependence, systems are
designed to support the efficient
functioning of employees
The map shows gaps between
behaviors and the organizational
identity, vision and strategy; defined
employee & leadership behaviors;
communication; etc
Shows importance of all employees,
raising employee engagement, sense
of their value and job satisfaction
Stage
3
Behavior, systems &
processes must be
aligned to a single
identity to move
ahead.
18. Designing the Authentic
Organization
To move to Stage 4:
Create Organization’s Identity & Ecosystem through
assessment & audit of current reality
Design systems & processes to link departments &
elements of the business
Deal with employee resistance to the change process,
conflict, etc.
Build trust with employees by engaging them in the
design of the systems and change process
Leaders need to be prepared to walk-the-talk
Stage
3
19. Building the Authentic
Organization
Build a comprehensive change
plan, including training needs that
emerge
Implement the change process
Deal with resistance, issues
Communicate, communicate,
communicate
Recognize employee’s needs and
fears during the change process
and stay in close communication
Stage
4
You know the value of
investing in your
business to increase
bottom line results
20. Building the Authentic
Organization
To move to Stage 5:
Ensure systems that have been
implemented are used
Ensure that employee experiences are are
constructive
Look for gaps in ecosystem design and make changes
Regular review of employee and team behavior,
providing feedback and making adjustments
Regular assessment of leadership performance to
ensure leaders are walking-the-talk
Stage
4
21. Leading & Working in the
Authentic Organization
Consistent assessment of alignment with organization’s identity &
ecosystem
Strategies & initiatives chosen carefully, with long-term commitments
and goals
Employees engage in the planning process so everyone has a full
understanding of their role
Macro-management approach; congruent approach to leadership and
management
Employees are given expectations and objectives and work on own to
achieve them; accountability system ensures engagement
Leaders maintain close contact and communications; act as a
sounding board for decisions; coach and mentor employees
Stage
5
22. Best Practices for the Authentic
Organization
Constantly evolving the organizational
identity
Recognize that identity develops with the growth of
the business
Yearly assessment to ensure that stated identity is
consistent with state of the business
Make required changes to brand, communications,
practices, etc.
Ensuring Alignment with Organizational
Identity
Ongoing assessment to ensure that the organization
and people accurately reflect their stated mission,
goals, and brand promise.
23. Best Practices for the Authentic
Organization
Ongoing Commitment to Authentic
Experiences
Ongoing Self-Assessment and Transparency
Practices.
Willingness to objectively assess performance,
behavior, etc. and to hold oneself and others
accountable
Ensuring Consistency
Framework is in place to ensure consistent practices
24. Questions?
For more information, contact us:
Heather Hilliard
hhilliard@caliberleadership.com
416.406.3939
www.CaliberLeadershipSystems.com
www.StrivingStyles.com