See the change process required for an organisation to move towards a honeybee style of management. by Prof. Gayle Avery and Dr. Harry Bergsteiner, from the Institute for Sustainable Leadership

1. Honeybee Journey
Prof. Gayle Avery and Dr Harry Bergsteiner
Founder-Directors, Institute for Sustainable Leadership
This presentation is subject to copyright © H. Bergsteiner

2. Itinerary
Destinations
Stages in the journey
Specific activities
Planning for different stakeholder groups
Backpack: Sustainable Leadership Pyramid

3. DESTINATIONS
Increased financial outcomes
Attracting & retaining the talent
Enhancing customer satisfaction
Raised productivity
Greater stakeholder satisfaction and value
Protecting brand and reputation
Better investor returns
Increased resilience
Stronger social core

4. hearing
(knowing)
STAGES IN THE CHANGE JOURNEY
actioning
(experiencing)
monitoring
seeing
(understanding)
© H. Bergsteiner

5. Itinerary highlights
Exploring the four stages and individual steps

6. SPECIFIC CHANGE ACTIVITIES
actioningmonitoring
hearing
(learning)
HEARING
Reading
Classes
Communication sessions
Case studies
ISL conferences
Fireside chats
1
1
2
2
3
3
MONITORING
Progress evaluation
Continuous feedback
Redo SLQ gap analysis
1
2
3
seeing
(believing)
SEEING
Videos
Talk to Honeybee execs
Study tours – local
Study tours – international
1
1
2
3
ACTIONING
SLQ assessment
Prioritise actions
Staff education program
Manage & effect change
Communicate w. affected staff
Execute projects
1
2
2
3
3
3
© H. Bergsteiner

7. Itinerary highlights
Exploring the individual steps in detail

8. Reading
Gain basic knowledge of what
honeybee leaders do. Read e.g.
book Honeybees & Locusts or
summary papers.
Background reading helps
individual managers and staff
orient themselves to the new
approach and understand
differences between Honeybee and
Locust leadership.
Change process: Hearing
Reading
© H. Bergsteiner

9. Classes
Leadership education for Senior
(SMs) & Middle Managers (MMs).
Executive education seminars
enable participants to discuss and
focus on the application of
sustainable leadership principles in
their own organisation.
Change process: Hearing
Classes
© H. Bergsteiner

10. Change process: Hearing
Communication sessions
Communication sessions
Townhalls, informal and formal
sessions covering Honeybees vs
Locusts offered throughout the
organisation.
Becoming a sustainable enterprise
involves every employee
understanding the change, which is
promoted by communicating
throughout the entire organisation.
© H. Bergsteiner

11. Change process: Hearing
Case studies
Case studies
Examples of what leading
Honeybee organisations are doing
in business, government and non-
profit sectors.
Case studies show how sustainable
leadership principles are
implemented in different
circumstances and industries.
While no one-size-fits-all, knowing
what others do helps leaders find
the right path for their firm.
© H. Bergsteiner

12. Change process: Hearing
ISL conferences
ISL conferences
Keeping current via discussions
with researchers & practitioners.
Hear about the latest findings and
how other organisations are
currently implementing sustainable
leadership.
© H. Bergsteiner

13. Change process: Hearing
‘Fireside’ chats
‘Fireside’ chats
ISL experts provide guidance to SMs
in informal settings.
Bring experts in to mentor and
guide executives and managers
during the process.
© H. Bergsteiner

14. Change process: Seeing
Videos
Videos
Hear and see what Honeybee
leaders are doing.
Experience CEOs explaining how
they run and/or are changing
towards being a Honeybee
organisation.
© H. Bergsteiner

15. Change process: Seeing
Talk to Honeybee executives
Talk to Honeybee executives
Meet and question visiting
Honeybee leaders and experts.
Bring executives and experts from
Honeybee organisations in to talk
to those involved in change.
© H. Bergsteiner

16. Change process: Seeing
Study tour - local
Study Tour - local
Compare how several domestic
Honeybee firms operate (3-4 days).
Exploratory tours provide deep
learning experiences that enable
participants to learn from
Honeybee firms in Australia under
the guidance of ISL's experienced
tour leaders.
© H. Bergsteiner

17. Change process: Seeing
Study tour - international
Study Tour - international
Visit and quiz the leaders of the
world's best Honeybee
organisations on an international
study tour (10-12 days).
International study tours provide
deep learning experiences as
executives from the world's leading
exponents of sustainable
leadership share their secrets.
© H. Bergsteiner

18. Change process: Actioning
SLQ Assessment
SLQ Assessment
Apply the SLQ assessment tool
throughout the enterprise,
comparing responses from
different groups.
Assess your firm using the
Sustainable Leadership
Questionnaire (SLQ), which has
been developed scientifically. It is
partly customisable, available
online, and offered in English and
Thai languages.
© H. Bergsteiner

19. Change process: Actioning
Prioritise actions and goals
Prioritise actions & goals
SMs and MMs set priorities for
change on various practices or in
specific parts of the organisation.
The results of the SLQ assessment
will enable priorities and
measurable goals to be set for
improving specific leadership
practices in various parts of the
organisation.
© H. Bergsteiner

20. Change process: Actioning
Staff education program
Staff education program
Customise a program so that
frontline staff understand
Honeybee practices.
Everybody affected by the changes
requires a basic understanding of
Honeybee practices, and therefore
would benefit from an education
program to orient them to the new
practices.
© H. Bergsteiner

21. Change process: Actioning
Manage & effect change
Manage & effect change
Change needs to be managed and
inclusive for it to succeed.
Involve staff in the change process.
Follow, e.g., Kotter's 8 steps.
Provide mentors and reward
successes.
Managers can learn how to
manage change via seminars and
mentoring/monitoring programs.
© H. Bergsteiner

22. Change process: Actioning
Communicate with affected staff
Communicate
Front line staff implement
processes and practices, and are
kept in the loop via extensive 2-way
communication.
Organisation-wide communication
is core to successful change
towards Honeybee practices,
particularly about goals and
achievements.
© H. Bergsteiner

23. Change process: Actioning
Execute projects
Execute projects
Staff work on specific projects
aimed at changing specific practices
towards the Honeybee way and
manage themselves.
Projects need to be managed and
measured. Self-monitoring
processes are consistent with
Honeybee principles.
© H. Bergsteiner

24. Change process: Monitoring
Progress evaluation
Progress evaluation
Measure progress against KPIs for
specific goals and on specific
projects.
Evaluate how the firm is
progressing towards its priority
targets in changing into a
Honeybee.
© H. Bergsteiner

25. Change process: Monitoring
Provide continuous feedback
Provide feedback
Continual feedback needs to be
provided to all affected parties
For improvements to continue,
need to maintain sense of urgency,
progress and celebration. Among
other things, this provides content
for the communications campaign
mentioned above.
© H. Bergsteiner

26. Change process: Monitoring
SLQ gap analysis
Rerun SLQ gap analysis
Reapplying the SLQ provides data
on progress towards becoming a
Honeybee.
Identify improvements and
remaining gaps. Re-administer the
SLQ to assess progress across the
whole organisation.
© H. Bergsteiner

27. Planning for different stakeholder
groups
During a journey of change, the needs
and reactions of different stakeholders
need to be addressed.
The following table demonstrates how a
hypothetical organisation plans
activities for different stakeholders:
The Board, Senior Managers, Middle
Managers & Staff.
The next step is to plan activities for
different groups within your
organisation.
© H. Bergsteiner

28. Action plan for becoming a ‘honeybee’
Key activity Actions Board SM MM Staff
Hearing Reading
Classes
Communication sessions
Case studies
ISL conferences
Fireside chats
Seeing Videos
Talk to Honeybee execs
Visits to Honeybee orgs
Study tours - local
Study tours - international
Actioning SLQ (survey & gap analysis)
Prioritise actions
Staff education program
Manage & effect change
Communicate with staff affected
Monitoring Progress evaluation
Provide feedback
Redo SLQ gap analysis

29. PERFORMANCE OUTCOMES
(Owner/stakeholder focus)
SUSTAINABILITY
brand & reputation
customer satisfaction
financial performance
long-term shareholder value
long-term stakeholder return
KEY PERFORMANCE DRIVERS
(Customer focus)
HIGHER-LEVEL PRACTICES
(Employee focus)
FOUNDATION PRACTICES
(Managerial focus)
© Harry Bergsteiner 2018
intrinsic
motivation
self-
manage-
ment
team
orien-
tation
enabling
culture
knowledge
retention
and sharing
trust
15 16 17 18 19 20
innovation
staff
engagement
quality
21 22 23
1 2 3 4 5 7 8 9 10 11 12 13 146
1. Appropriate leadership
culture/style
2. Talent recruiting &
retaining staff
3. Developing people
continuously
4. Internal succession
planning
5. Respect, diversity &
inclusion
6. Ethics & virtues
7. Good governance &
accountability
8. Long-term horizon
9. Considered organi-
sational change
10. Independence from
outside interference
11. Environmental
responsibility
12. Social responsibility
13. Broad stakeholder
focus
14. Strong shared
purpose & vision
The Sustainable Leadership Pyramid

30. For further information please contact:
Prof. Dr
Gayle or Harry
Avery Bergsteiner
Tel. +61 – 2 – 91442220
Harry.Bergsteiner@instituteforsustainableleadership.com
Contact