Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Spring 2013 peter debreceny change leadership


Published on

Published in: Business, Education
  • Be the first to comment

  • Be the first to like this

Spring 2013 peter debreceny change leadership

  1. 1. Peter DebrecenyIPRC ConferenceMay 15, 2013
  2. 2. Our World hasRadically Changed2
  3. 3. Globalization3
  4. 4. DemographicChanges4
  5. 5. TechnologicalBreakthroughs5
  6. 6. Our Companies The World6
  7. 7. Multi-GenerationalWorkforce7
  8. 8. Traditional Workforce 2020Benefits OpportunitiesPrestige ActualizationTaking Charge & Getting Ahead Nurturing & GrowingManaging CoachingDeveloping Specific Skills Maximizing PotentialSource: Cisco, Workforce 2020 © Gagen MacDonald 2013Expectations are Changing withthe Changing Nature of Work8
  9. 9. What This Means forYour EmployeesTo successfully meet industry challenges,you need employees that are:Aligned around company strategyFocused on innovationCustomer-centric and savvyClear on how their work connectsto the company’s success9
  10. 10. 92% Agree that their colleagues deliver high-quality work product56% Believe there is a clear vision for the future60% Are enthusiastic about the future53% Report there is someone who encourages their career development62% Believe the organizational structure provides for clear accountabilities16% Are actively disengaged© Gagen MacDonald 2013Employee Survey Results10
  11. 11. 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 positions2 would be on the sidelines, staring at their shoesIf ThatWere aSoccerTeam…11
  12. 12. Benefits of EngagementImprovesemployeeperformanceby up toIncreasescustomerssatisfactionratings by up toReducesturnoverby up to1 – Corporate Leadership Council (CLC), 20042 – Towers Watson, 20023 – Development Dimensions International (DDI), 200420%123%350%212
  13. 13. People ContinuumDisengaged EngagedSatisfied CommittedFragmented IntegratedMandated ExchangeCommunication ContinuumBusinessResults1 42 3The Goal is ConsistencyPerformance Communications Path13
  14. 14. How Engagement and Change Work14
  15. 15. Strategy Structure CultureCommunication & EngagementThe highest level of performance and innovation are achievedwhen strategy, structure, and culture are aligned.AlignmentInnovationenvironmentLeadershipShared ValuesAttitudes/BeliefsBehavioral ShiftsOrganizationalExperiencesCross-functionalcollaborationLeadership ChangesOrganizationLayoutSystems/ProcessesPolicies andProceduresDepartment andJob PracticesInnovationReputation &Brand StrategyStrategic PlanningProcessStakeholder ValuePropositions &ManagementCompetitive Analysis &Planning15
  16. 16. Our approach to change and culturaltransformationEstablish the Compelling Business ContextDefine / Refine the Cultural LeversDrive Ownership and AlignmentFoster Engagement and OwnershipReinforce and Integrate Systems for SustainabilityKeep Pushing the Culture to Push Performance16
  17. 17. 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 narrativeDefine / 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 journeyDrive 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 experientialworkshop 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 behaviors17* Cultural levers are company-specific key principles chosen to drive the culture i.e., values, guiding behaviors, leadership imperativesHow Change Elements come to life
  18. 18. 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 routinesReinforce 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 elementsconnectedKeep 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 commitment18How Change Elements come to life
  19. 19. Managing momentum is key©2013 Gagen MacDonald19
  20. 20. Choose multiple channelsMore feedbackLess feedbackMassdistribution InterpersonalTransactionalSurveyFocus groupsLeadership conferenceLeader blogsTown hallFace to faceWeb discussionsDistributionPrint/PublicationsIntranetBenefitCommunicationsMass e-mailWebcastsPodcastsVideo networksDialogueCoachingFeedback forumsSmall groupdiscussionsAction-planningEmployee roundtablesFace to faceTransactionalStaff meetingEmployee briefingShift meetingLeader-led discussionsFace to face20
  21. 21. Develop phased, detailed integrated changecommunication roadmap21
  22. 22. January MayFebruary March AprilCEO/PresidentSenior LeadersGMsAllassociatesAudience key RegionalOne-timeDrumbeat Communicationintranet microsite updatesRecurringGlobal town hallGlobaltown hallPMO integration progress reportQuarterly integration newsletterQuarterly integration newsletterCEO update BU monthly updateQuarterly CEO state of the business updateQuarterly CEO state of the business updateEMEA Sales MeetingPMO Integration progress reportPMO Integration progress reportPMO Integration progress reportInitiate a Communication DrumbeatAPAC Sales MeetingStrategyexecution 30day progressupdate(w/cascade)Leadership andorg transitionannouncementsStrategyexecution updateincluding anystructuralchanges(w/cascade)HeadquartersannouncementImpact on ITImpact ofsynergies onplans andorg structure(w/cascade)PlannedbenefitschangesBeginrolloutofintegratedCompanyVision andValuesCommunicate nextstage ofbusinesstransformationimpacts22
  23. 23. Channels and tools23
  24. 24. Tell a compelling storySharing experiences through stories builds trust, cultivates norms, transfers knowledge, facilitateslearning, 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 resourcesto our leaders/line managers to capture and retell the portfolio of stories and add their own.24
  25. 25. Prepare leaders to communicate changeCommunication ObjectivesKeep 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 communicatorsCommunication Plan Template & InterviewIndividualLeader Change Communication Plan integrated with ICCascadeprocess forkey milestonesFeedback & dialogue; measurementUse a leadertoolkit tojumpstart cascade25
  26. 26. And give them the tools they need26
  27. 27. 27Create momentum across the company
  28. 28. Measure business impact and behavior changeEngagementItemize relevant itemsfrom existing surveysCommunicationEffectivenessMeasure outcomes fromprograms and channelsAnalyze receiverpreferencesCulture/BehaviorsIdentify relevantbehavioral measuresBuild on existing surveysSet new measures, ifneededBusinessPerformanceAnalyze metrics againstspecific engagementand communicationsmeasuresFunctionalCapabilityCompetency and skillassessmentCustomer satisfactionBest practices andbenchmarksBusinessImpact28
  29. 29. What is aleader?29
  30. 30. A leader has followers.30
  31. 31. How do I lead in a world where I feelNO LONGERIN CONTROL?31
  32. 32. The Community32
  33. 33. The ContextWhat Motivates UsThe New LeadershipImperativeThe GenerationalLens© 2013 Gagen MacDonald LLC 33
  34. 34. Capturing theImaginationCo-CreatingPossibilitiesUnleashingCapability1 4 72 5 83 6 9Connecting withPurpose & MeaningInspiring withStoriesAwakening Leadershipat All LevelsCharting New Pathsfor ContributionCurating Creativity& ActionCultivating Relationships,Networks and CommunityBuildingCritical MassEmpoweringOthersFuelingMomentumFramework© 2013 Gagen MacDonald LLC34
  35. 35. 35
  36. 36. A paycheck drives compliance.People’s sense of purpose, masteryand autonomy drives engagement.36
  37. 37. People want to connect to something bigger.Ideas inspire action when they connect towhat matters and what’s real.37
  38. 38. Great leadership is infectious.A story isn’t a story until everyonecan tell it.38
  39. 39. Let Go & Leadletgoandlead.comThe Arthur W. Page Societyawpagesociety.comIPR Organizational Change ManagementResearch
  40. 40. Peter Debreceny+1 (312) 673-7324p.debreceny@gagenmac.comThank You40