3. Problems: AKA Why change?
• Tardiness in the mornings
• Individualistic company culture
• Different working hours for all employees
• Employee morale issues
• Lack of opportunities to enforce/create positive company culture
• Communication shortfalls
(Schein, 1985; O’Reilly, 1989; Christensen, 2006)
4. The Goals
• Create a more team centered company culture
• Open channels of communication
• Share important updates/schedule
• Encourage information sharing
• Inspire the team for the day ahead
(Waterman, Peters, Phillips, 1980; Spela, 2015)
9. Format of Morning Line Up Steps 1-3
• Step 1: The lineup is run by a rotating lineup leader, who reminds
the office either verbally or by email 5 minutes prior to lineup
that it is about to begin.
• Step 2: First, we greet everyone in the circle.
• Step 3: We introduce the topic of the day prepared by the lineup
leader; this is a new and/or interesting topic to discuss. It can be
anything going on in Aruba or around the world. Just make sure it
is something engaging to initiate conversation within the team.
(Ibarra)
10. Format of Morning Line Up Steps 4-6
• Step 4: Lineup leader will go over the day’s schedule as well as any
important updates (be prepared to take notes if necessary, you are
responsible for this information).
• Step 5: After the Lineup Leader shares beginning to their left everyone
will share what their schedule is for the day (be brief, 15 seconds) as
well as any important announcements they have for the team.
• Step 6: In the instance that any of the team members share that they
have any group events (i.e. airport services, client & vendor sites,
daytime activities, evening events, etc.), the Lineup Leader will
encourage everyone to either assist or attend the event to learn.
11. Format of Morning Line Up Steps 7-9
• Step 7: Next the lineup leader shares with the team a “best
practice” that they personally utilize in their daily work,
something that will aid others in performing to the best of their
abilities.
• Step 8: The lineup leader ends the line up by sharing an
inspiration quote they have prepared in advance.
• Step 9: Based on the notes that the Lineup Leader during of the
meeting, they will send a recap email to the entire Team including
the topic discussed, the best practices, any important
announcements (i.e. team members being out of the office due to
sites or events, etc.).
12. Format of Morning Line Up Steps 10-11
• Step 10: The Lineup Leader is responsible for taking attendance,
indicating who was there on time, who came in late, and who was
a no show, as well as who did not participate or who did not
stand-up from their desk, etc.
• Last step: The Lineup Leader will email the attendance sheet to
Abigaél, Elsie, Maoreen, and CC to Judella.
14. Getting Buy In
• Compromise on the Steps (originally 5)
• Initial Meeting with Upper Management
• Renaming the Morning Meeting to Morning Line Up
(Spela, 2015; Hattersley)
15. Roll out Plan
• Addressing the personal cost
• Balancing with Benefits
• Benefits not features
(Spela, 2015; Hattersley; Christensen 2006; Heifetz, Grashow, Linsky, 2009)
17. Final Results
• 90% of team present at morning meetings, an average of 5% are
not present due to legitimate circumstances. 5% are still truant.
• Prior to the change only 50% of team arrived at 9am
• Less communication breakdowns
• Greater team mentality
• Stronger company culture (but still a work in progress)
18. References
• Christensen, C. M., & Shu, K. (1999). What is an organization's culture?
• Hattersley, M. (1991). Persuasion
• Heath, C., & Heath, D. (2010). Switch: How to change when change is hard.
• Heifetz, R., Grashow, A., & Linsky, M. (2009). The practice of adaptive
leadership. Boston, MA: Harvard Business School Publishing,
• Ibarra, H. (1995). Managerial networks
• O'Reilly, C. (1989). Corporations, culture, and commitment: Motivation and
social control in organizations. California Management Review, 31(4), 9-25.
• Waterman, R. H., Peters, T. J., & Phillips, J. R. (1980). Structure is not
organization. Business Horizons, 23(3), 14-26.
Editor's Notes
Activities
CSR
Recreational
Sports
Team Building
Spouse Programs
Optional Excursions
Program Logistics
Registration Services
Professional Staffing
Hospitality Desk
Photography
Gift Items
Transportation
Airport Transfers
VIP Arrangements
Shuttle Services
Event Transfers
Special Events
Decor
Theme Development
Entertainment
Speakers
A/V & Sound
Lighting
Site Inspection
Destination
Location
Venue
Special Services
Pre/Post
Guest Programs
Going Green
Dine Around
Meet & Greet
Online Registration
Shipping made easy
Individualistic culture, entrenched in own ways that didn’t benefit company (Christensen)
Initial misalignment between the nonhierarchical structure and the hierarchical systems which facilitated lapses in communication
The company is shifting strategy to be more team focused and therefore needs to shift the culture to reflect that. (O’Reilly, 1989)
Morning meeting is an artifact of culture that indicates the espoused values of team work (Schein, 1985).
Trying to create a culture of accountability by creating systems that reinforce public accountability
There was no burning platform apparent to the lower level management yet but upper management felt this was a crisis (Christensen)
Primarily a culture and organizational systems change
Systems shape communication (Spela class 8), changing the system will hopefully facilitate a more open communication style
This system compensates for structural imperfections
Structure has to support strategy, strategy is to create a team centered approach to work, facilitated by the structural change in the morning meeting
Structure
Elephant-consequences for not showing up, would loose esteem, jeopardize job (Heath, 2011)
Elephant-balance with benefits (Heath, 2011)
Create the path, clarity
Sharing a common language important. Used my coalition with director of operations to decide on language featured in order to have shared understanding (Ibarra)
Persuasion
Prior to this change the company viewed culture more as something that happened to management not something that management shaped.
The key in persuading was to envision the new culture that we want and discuss morning meetings as a way to get to that end goal
Analyzed who the decision makers were, director of ops, sales and president (Hattersley)
Built a prototype for morning meeting, refined it with operations director and took feedback (Hattersley)
Built a coalition with director of operations to bring it to president, I realized I was not the one to make the change had to come from upper level management, I create processes they implement (Hattersley)
Effective issue presentation –this is an incremental change not revolutionary (Spela, 2015, class 10)
As the newest member to the office I lacked the credibility to be the mouth piece of change, further reinforced why this had to come from upper level management (Hattersley)
There is a personal cost to morning meetings i.e. loss of control, power, more work, (Spela, 2015, class 10; Heifetz, Grashow, Linsky, 2009)
Balance with the benefit of being seen as an expert and leader when leading morning meeting
Leadership that inspired with a compelling vision, used Ritz Carlton morning line up and how our employees look up to the Ritz Culture, used that to help inspire them to create a similar cultural artifact at ECO (appeal to acknowledged authority, Hattersley)
Took an artifact of the Ritz Carlton Culture (Christensen)
Sold the benefits not the features
Difficult because I could not be there in person to do any of the roll out, I had to just work with management
