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.

Values-Driven Leadership In Practice with Joanna Barclay


Published on

2016 CTT International Conference:
Joanna Barclay shares with CEOs and Senior Managers the importance of a high-performance culture built on a growth mindset and individual happiness. The audience will understand the drivers for change, how to boost energy, and shift behaviours to support new strategic initiatives.

  • Be the first to comment

  • Be the first to like this

Values-Driven Leadership In Practice with Joanna Barclay

  1. 1. © Culture Leadership Group Transport Canada — CIO Directorate © Culture Leadership Group Pet Industry Joint Advisory Council of Canada Case Study Building Leadership Team Commitment
  2. 2. Introductions 1. Name 2. Pick a card that represents what attracted you to this workshop 3. Share with your table group
  3. 3. Whole-SystemTransformation Step 1 – Preparation Phase
  4. 4. Group Reflection What obstacles to building commitment have you experienced on leadership teams ?
  5. 5. PIJACCanada Happiness in the Workplace
  6. 6. Lunch anyone? Happiness in the Workplace PIJACCanada
  7. 7. © Culture Leadership Group Introduction © Culture Leadership Group Background • PIJAC Canada represents the Canadian pet industry with $6.5 billion in revenue. • Executive Director of PIJAC Canada, decided they needed a change in leadership and management style • Engagement and participation of board members were non existent • The association was viewed poorly by its stakeholders • Declining association membership PIJACCanada
  8. 8. © Culture Leadership Group Project Objectives Build leadership commitment for change • Higher engagement of board members, contributions and maximizing their potential • Engage pet industry and connect with stakeholders • To provide a higher level of service to the membership and create more business opportunities • To be more proactive and have better balance through efficient use of resources. PIJACCanada
  9. 9. Challenges • Adversarial relationships with key stakeholders – community groups, city councils, animal shelters • Animal activists didn’t believe they should make $$$ off the backs of animals • Board members were not participating and contributing to board decision making process • Internal competition for resources – no collaboration PIJACCanada
  10. 10. BuildingLeadershipCommitment Facilitated Planning • Empowerd leaders to work effectively together • Opportunity to share knowledge and experience • Given decision-making responsibility • Achievements:  Explored challenges and opportunities  Developed 4 strategic initiatives with action plans  Agreement on 4 key values and behaviours – Excellence, Collaboration, Leadership, Responsibility  Discovered limiting beliefs that would reduce performance © Culture Leadership Group
  11. 11. © Culture Leadership Group Get Connected • The way we behave can make or break the success of PIJAC delivering on it strategic goals • It took leadership courage, commitment and the will to learn and grow • The journey brought new levels of collaboration, excellence, responsibility, and leadership to their work PIJACCanada
  12. 12. © Culture Leadership Group BuildyourCulture Garden metaphor • Developing a culture is not static like installing a machine, but dynamic, something like growing a garden • Must prepare the soil: • Facilitative Leadership • Board Member Engagement • Plant the right seeds: • Select the desired values • Maintain the environment to grow healthy plants – i.e. provide water, sunlight, and compost to stimulate growth, and root out the weeds which impede growth • Ongoing dialogue
  13. 13. © Culture Leadership Group Transport Canada — CIO Directorate Your Life does not get better by chance, it gets better by change Jim Rohn
  14. 14. © Culture Leadership Group Change vs Transformation • Change – happens around us • New client requests, changes in organizational structures, roles and responsibilities • Transformation – we need to adapt and align our thinking to the external reality • This happens inside of us, beneath the surface. It is transforming our mindset, understanding or consciousness For change to be successful we need to recognize impacts to the whole system, deal with the actual external changes and the internal human transformation BuildyourCulture
  15. 15. © Culture Leadership Group BuildyourCulture Building Trust • Building trust is critical to creating a successful culture and attaining results. • Trust impacts speed and cost • Low trust => slower speed and higher costs • High trust => faster speed and lower costs • How do you build trust? • Facilitative Leaders invest time getting connected as a team, sharing their wisdom, exploring challenges, and building solutions together
  16. 16. Environmental Scan • Conducted an environmental scan with key stakeholders through 5 on-line engagement sessions using Go-To-meeting • Perception of stakeholders gave PIJAC a new view of the world and their untapped potential • Realigned mission and purpose of association with new tag line BuildingLeadershipCommitment
  17. 17. EnvironmentalScan Drivers and Direction for Change © Culture Leadership Group External Internal
  18. 18. PIJAC Canada Results Worksheet Handout – Environmental Scan To Shift Mind-sets
  19. 19. © Culture Leadership Group External Drivers for Change • Environmental Forces: Social, Economic, Political, Governmental, Technological, Demographic, Legal • Marketplace: Customer needs and demands which arise from the environmental forces • Business Imperatives: Strategies organizations must successfully implement to meet the market (consumer) requirements • Organizational Change: How the organization must evolve to successfully deliver on the new business strategies What might be some examples of these drivers for change? EnvironmentalScan
  20. 20. © Culture Leadership Group Progress is impossible without change, and those who cannot change their minds cannot change anything George Bernard Shaw
  21. 21. © Culture Leadership Group Internal Drivers for Change Transport Canada — CIO Directorate • Cultural Imperatives: New ways of being and working together • Leader and Staff Behaviour: Different style of making decisions, frequency of collaborative dialogue, tone in communicating • Leader and Staff Mindset: New set of beliefs, values and assumptions What might be some examples of these drivers for change? EnvironmentalScan
  22. 22. © Culture Leadership Group Reflection • What stands out for you about this process? • What do you find exciting, surprising, or challenging? • How do think mindset shift will impact leading change? • Outcomes for PIJAC Canada?
  23. 23. Outcomes • Stronger board, more united in providing guidance to the association members • Commitment to the strategic plan • Board members participating in roles and have taken on more responsibilities • The values have given them confidence and energy, providing valuable momentum in moving forward and making it easier to follow the plan • Positive relationships with community groups • Legislators seeking their advise on policy • Increase in pet show attendance and revenue • Maintaining association membership at a time when other associations are losing members
  24. 24. A whole system approach calls for actions in all four dimensions at the same time COLLECTIVEINDIVIDUAL OBJECTIVE SUBJECTIVE Character Actions and Behaviours of the Leaders Personality Values and Beliefs of the Leaders Culture Values and Beliefs of the Organization Environment Structures Actions and Behaviours of the Organization 2 4 1 3 When Leaders Transform the Organization Transforms BuildingLeadershipCommitment
  25. 25. © Culture Leadership Group Transport Canada — CIO Directorate Never believe that a few caring caring people can’t change the world. For, indeed, that’s all who ever have. Margaret Mead
  26. 26. New Meaning & Purpose BuildingLeadershipCommitment
  27. 27. © Culture Leadership Group Thank you for your participation Joanna Barclay, CEO, Culture Leadership Group