Edna manley new work order values jan2017

ABOVE or BEYOND / www.LTSemaj.com 1
EMCVPA Staff Conference
Leahcim Semaj, PhD
January 5, 2017

EMCVPA Staff Conference
Assets and Facilities Management Department,
inclusive of the Director, Office Services and Maintenance
Managers, Grounds men, Janitors and Ancillary Staff
January 5, 2017

Dr. Leahcim Semaj
Intl. Keynote & Motivational
Speaker
Above or Beyond
876-383-5627

Workshop Format:
• Part 1: Ideas to seed the field
–Presentation by Dr. Semaj (60 minutes)
–Lecture
–Reasoning
–Motivation
–Data

Part 2: Charting The New Paths
• Participant Work Groups (20 minutes)
• In this session, the participants will join small
working groups to explore issues related to
the topic.

ISSUES for Work Groups to Explore
• ISSUE #1
• ISSUE #2
• ISSUE #3

Part 3: The Way Ahead
-Participants & Facilitator (20 minutes)
• In this session, the participants will share
experiences, insights and conclusions from
the working groups with the full gathering.

Part 4: End Game
- Participants & Facilitator (20 minutes)
• Facilitator will pull the pieces together in the
session
• Participants will draft their individual Action
Plans.

Charles Darwin (1809-1882)

111/6/2017 111/6/2017 11
“We have all that we
need to create what we
want
because all the
resources we need are
in our minds”
Theodore Roosevelt
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The New Illiterate

13
Are We Ready?
To Manage The
Changes
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Who Wants Change

Who Wants to Change?

MY JOB
•Help you do work
with the changes
•In your own best
interest

Everyone Needs a Push Sometimes
• Muhammad Ali
• Asked to identify the
greatest lesson he
learned in life
• The Sonny Liston title
fight in January 1964

“Liston Was the Strongest Man I Ever Fought”
• “Every time I hit him, it hurt
me worse than it did him
• When the 6th round ended
–I was completely spent
–I couldn’t even raise my
arms”

“I Couldn’t Even Stand up
to Go Back Into the Ring”
•“I’m going home!
I told Angelo
Dundee
•I’m not going back
in there!”

Dundee Demanded That Ali Get Back in the Ring
•Ali refused
•The bell rang
•Ali still didn't rise

Dundee Pushed Him and Shouted
• “Get in there and
don’t come out
until you are
heavyweight
champion of the
world”

Ali Struggled to His Feet
•Liston didn’t
•Ali won the title

The Lesson of Coaching
• “The greatest lesson I’ve
learned is to have
someone pushing you and
making you do things you
didn’t think you can do”
The Greatest Athlete of the 20th Century

06 January, 2017 www.LTSemaj.com 24
Do You Enjoy Your Job?
Man who enjoys
his job will never
have to work
a day in his life
Confucius
24ABOVE or BEYOND / www.LTSemaj.com

Work
• How you pay
rent for
occupying
space on earth

The Devil
•Operates the
world’s largest
employment
agency

The Scriptures Tell Us:
2 Thessalonians 3:10

Work

Friends vs. Work

Physics

Are You Interested or Committed to Your Work?

Time to Shape Tomorrow

5 – 3 - 2

• Two Basic Needs
1. WORK
2. INTIMACY

People Have Two Basic Needs
1- Meaningful and rewarding work
2 - Sustained and reciprocated intimacy
With these two satisfied, everything else is extra.

39
Human Development
CHILD
ADOLESCENT
ADULT
Boys and Girls
Males and Females
Men and Women
WORK
INTIMACY
PARENTING
39

• A Parent
•Until you are
able to
Pay Rent
You Are Not Ready to Be A…

The Creation Story
• God made man and placed him
in the garden of Eden
–“to dress it and keep it”
• (Gen 2:15)
• Adam given work to name all
the animals (Gen 2:19)
• Then God provided him with a
woman (Gen 2: 21-24)

UNDERSTAND IT
AND BENEFIT FROM IT
IGNORE IT
AND BE THE VICTIM
Nothing Can Hold Back
the Tide of Societal Transformation

READING THE TRANSFORMATION
1970 - Future Shock - Alvin Toffler
The coming post-industrial
1980 - The Third Wave
The New Work Order approaches
1991 - The Work of Nations- Robert Reich
• The New Work Order is here
1995 - The End of Work- Jeremy Rifkin
The Coming NEXT Work Order

The World is Now Flat
• There is only one message:
–You have to constantly
upgrade your skills
–Or get left behind

• is largely unstoppable
• This holds out the potential to be as beneficial to a
society
–as a whole as past market evolutions have been
• There is only one message:
–You have to constantly upgrade your skills
–Or get left behind
The Flattening of the World

• ANYTHING CAN BE MADE ANYWHERE
wherever it’s cheapest
• AND SOLD EVERYWHERE
where it fetches the highest price
• This is great for individual companies
not necessarily good news for individual nations
and some workersABOVE or BEYOND / www.LTSemaj.com 46
FOR THE FIRST TIME IN HISTORY

CRITICAL STEPS
Mastering The
New Work
Order

Would You Hire You?
Knowing what you
know about you?

If you Could Back Your Life Clock,
What Changes Would You Have Made?
LIFE ISSUES
• Education?
• Work?
• Relationship?
• Children?
• 5 Years
• 10 Years?
• 20 Years?
• What decisions
are you willing
to make today?

• Assessed your own competencies?
• Upgraded your skills, knowledge, capability?
• What new ideas, approaches are you contributing to your workplace?
• What is your value added factor to your organization
– would you be missed?
• What percentage of your time increases the productivity % of your
organization
– What percent is “dead zone”?
• Can you learn to learn?
• Can you learn to forget?

3. No More
Lifetime Employment
GOOD WORK
+ CROSS TRAINING
+ CONTINUOUS EDUCATION
=
Lifetime Employability

4. Work Units Must Change
From Departments
to Teams
• “Is not my job!”
• The Customer Does Not
Care!

5. Anything less than a conscious
commitment to Excellence,
is an unconscious commitment to
mediocrity

6. Jobs Change from Simple Tasks
to Multi-Dimensional Work
• More scope for
growth and
learning
• Less simple tasks
for simple people
• More complex tasks
for smart people
•Higher entry
requirements
DO or GO

Communication is The Life Blood of The Team
• Timely and Accurate
• People who have learned to
support and trust one another
share what they know freely
• Pass on the information that
members need to operate more
effectively

Communication is
• a huge umbrella that covers and affects all than goes on
between human beings

Communication is
• the single most significant factor that
determines the kind of relationships
we have and what happens to us

Communication & Conflict

You Must Work Through The 5 Stages Of
Team Development
Forming
Storming
TransformingNorming
Performing

Jamaica’s Greatest Team Achievement

7. Job Preparation Changes
From Training to Education
• People to exercise judgement and do
the right thing
• People to figure out what the job
takes and do it
• Hire a "who" rather than a "what"
GROW or GO

8. Performance Measures and
Compensation Change -
From Activity to Results
• We can use the model used for
sales compensation
• No room for pay based only on
seniority
• PAY FOR RESULTS

IN THE OLD WORK ORDER
• YOU GOT PAID
• Per Hour
• Per Day
• Per Week
• Per Month
• IF THE APPROACH TO
WORK DOES NOT
CHANGE
• YOU WILL GET PAID
PERHAPS

10. Values Change - From PROTECTIVE TO PRODUCTIVE
The team
succeeds or
fails together
Customer
satisfaction
must be
primary task

PRODUCTIVITY IS PARAMOUNT
• The real (only) basis
for pay increase
• Wage demands can
not be allowed to fuel
inflation
• Companies can no
longer increase
revenue by increasing
price
• Price increase can not
be allowed to drive
up inflationABOVE or BEYOND / www.LTSemaj.com 65

11. New Work Order Guarantee
RETURN
IN 30 DAYS
• Bose Radio
GUARANTEED
FOR LIFE
•Moen Faucets
•Craftsman Tools
PRICE
PROTECTION
GUARANTEE
• Courts
HURRICANE
GUARANTEE
•SuperClubs
•Sandals

12. Special Behavioural Skills
Needed For The Next Work Order
PROBLEM-SOLVING SKILLS
PEOPLE SKILLS
INTEGRATIVE SKILLS
COMPUTENCE
The Great Jobs Ahead, Harry S. Dent Jr., 1995

13.The map has been replaced by the compass
• The map keeps getting redrawn, to
develop and innovate and remake what
we thought was going to be next.
• Technology keeps changing the routes
we take to get our projects from here to
there.
• It doesn't pay to memorize the route,
because it's going to change soon.

14. The end of
the One-Man-Band era
•Enter the new era of
•STRATEGIC ALLIANCES
•MERGERS
•ACQUISITIONS

15. The New Work Order
Demands Total Quality
•Service that
exceeds
customers
expectation
• CONTINUOUS
IMPROVEMENT
• EMPLOYEE
INVOLVEMENT
• CUSTOMER FOCUS
• MEASUREMENT

Who is a Customer?
• Doctor
• Lawyer
• Teacher
• Bank
• Airline
• Insurance
• Patients
• Clients
• Students
• Accounts
• Fares
• Policies

Who is a Customer?
• C&W JA.
• NWC
• NHT
• Radio
• TV
• Newspaper
• Politician
• Lines
• Connections
• Housing Solutions
• Listeners
• Viewers
• Readers
• Voters

16. MANAGEMENT must also change
•Become a learning environment
•Prepare the entire work force
to change

Managers Must Change -
From Supervisors to Coaches
• Coaches help teams solve problems
• Old Order bosses design and
allocate work, supervise, check,
monitor and control
• Teams do these things for
themselves
• Mentors advise on long term career
development

17. Organizational Structure Changes -
From Hierarchical to Flat
• The team and the
process are the reality
• Coequal people can
operate with autonomy
and fewer managers
• A manager can
typically supervise
about 7 people
• He can coach up to
30 or 40

18. Executives Change
From Scorekeepers to Leaders
• Must be able to influence and reinforce
employees'
•values and beliefs
• by their words and deeds
• Manage by Example
• Practice Visible Management

Peter Drucker
•Management is
doing things right;
–leadership is
doing the right
things

MANAGER VS. LEADER
• ADMINISTRATE
• RELY ON CONTROL
• SHORT-TERM VIEW
• EYE THE BOTTOM LINE
• ACCEPT STATUS QUO
• FOCUS ON STRUCTURE
• COMMAND
• IMITATE
• DO THINGS RIGHT
• MANAGE PEOPLE
• INNOVATE
• INSPIRE TRUST
• LONG-RANGE PERSPECTIVE
• EYE THE HORIZON
• CHALLENGE STATUS QUO
• FOCUS ON PEOPLE
• COMMUNICATE
• ORIGINATE
• DO THE RIGHT THING
• LEAD PEOPLE
• Warren Bennis, Managing People is like
Herding Cats, 1997

Resistance To Change
• Changing the behavior of people isn't just the
biggest challenge in health care
• It's the most important challenge for
businesses trying to compete in a turbulent
world

Many Organizations
• Now need a business
strategy for
continuous mental
rejuvenation and
new learning

Learning and Aging

Change
• The central issue is never
–strategy, structure, culture, or
systems
• The core of the matter is always
about
–changing the behavior of people

YOU
• may be called upon to respond to profound
upheavals in marketplace dynamics
• a shift from a regulated to a deregulated
environment
• or entry into a new business
• or to a corporate reorganization, merger

Managers
• are supposedly the prime change agents for
their companies
• but they're often as resistant to change as
anyone
• and as prone to backsliding
• How do you plead?

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LET'S GET RID OF MANAGEMENT
• People don't want to be managed
• They want to be led
• Whoever heard of a world manager?
• World leader, yes
• Educational leader. Political leader. Religious leader.
Scout leader. Community leader. Labour leader.
Business leader. Gang Leader
•They lead. They don't manage

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THE CARROT ALWAYS WINS OVER THE STICK
•Ask your horse.
•You can lead your horse to
water,
•But you can't manage him
to drink

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IF YOU WANT TO MANAGE SOMEBODY,
•Manage yourself
• Do that well and you'll be
ready to stop managing
•And start leading

•Prepare
ourselves
•And benefit
from the change
•Ignore the
reality
•And be victims
of change
What Can We Do?

Use The Present
Emotions
To Evaluate and
Strengthen Yourself

Every Morning in Africa

Mission, Vision, Values
and Work:
Aligning The Organization for Higher Levels of
Personal Satisfaction and Productivity

The Mission Statement
• A clearly written,
–easy-to-remember
statement of the company’s
purpose
• Will help demonstrate
what company is about

The Elements
of a Ideal Mission Statement
(1) A mission statement should be no longer
than a single sentence
(2) It should be easily understood by a 12 year-
old
(3) It can be recited by memory even under
stress
(4) It should be memorable and measurable

The Vision Statement
• This is what
members of the
community imagine
that the company
could be
– under the best of
circumstances

Imagine an ideal company
• What would it be like?
• What services would be offered?
• What would the building,
–the staff, and the services be
like?

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The Core Values
• Should shape the Organizational Culture;
–this includes a shared vision of who
we are and where we are headed.
–It encompasses everything from the
way we treat our customers,
–to how we deal with our staff and our
suppliers - all our stakeholders

Putting It All
Together:
Sony in the 1950s

SONY - Vivid Description
• We will create products that become pervasive
around the world. . . .
• We will be the first Japanese company to go
into the U.S. market and distribute directly. .
• We will succeed with innovations that U.S.
companies have failed at
–such as the transistor radio. . . .

Sony - Vivid Description
• Fifty years from now,
–our brand name will be as well known as any in the
world . . .
• and will signify innovation and quality that rival
the most innovative companies anywhere. . . .
• "Made in Japan"
–will mean something fine, not something shoddy

Appling Values at Work
The Jamaican Situation

Mission, Vision, Values and Work:
Workforce ALIGNMENT Company
Mission SHARED Mission
Vision SHARED Vision
Values SHARED Values
Satisfaction
Levels
HIGH Satisfaction
Levels
Synchrony

Anything less than a conscious
commitment to Excellence
is an unconscious commitment
to mediocrity
Our GOAL is
Excellence
• We express GRATITUDE for the customers who chose to do
business with us
• We honour our OBLIGATIONS
• We consider ALL the stakeholders in our decisions
• We LOVE what we do

Work Values

DIGICEL VALUES
First For The
Customer
•Excellence
in service
World Class in
Everything
•Building effective
relationships
•Acting with
integrity
•Commitment
Enterprising Spirit
•Business focus
•Creativity
•Leadership
Measured by Performance Evaluation System

DIGICEL Achievements
•Original Business Plan
–100,000 phones in 1 year
• Jamaica Experience
–100,000 phones in 100 days
–90% of Mobile phones
Leahcim Semaj www.LTSemaj.com 107ABOVE or BEYOND / www.LTSemaj.com 107

DIGICEL Achievements
• Original Business Plan
– 300,000 phones in 2 year
• Haitian Experience
– Launched May 6, 2006
– 100,000 phones in 10 days
– 1,000,000 in 8 months
– 2,000,000 in <2 years
• Jamaica National Quality Award
– Excellence in Customer Focus
– Bureau of Standards Jamaica - 2006
Leahcim Semaj www.LTSemaj.com 108
Haiti

Work
Values
RedStripe Beer

The World Coolest Beer
Company

The World Coolest Beer Company
• 1. Freedom to Succeed
– The ability to be effective… as guided by “the big
principles’
• 2. Passionate About Consumers
– Consistently link your individual actions to consumer
satisfaction
• 3. Be The Best
– Desire to beat the competition by delivering superior
results
• 4. Proud of What You Do
– Do what you do with pride and integrity
• 5. Valuing Each Other
– Create mutually fulfilling and enduring relationships
between individual employees and the company

Be The Best

Give And You Will Get
• Give to others and God will
give to you…
• The measure you use for
others is the one that God
will use for you
– Jesus - Luke 6:38
• Give employees what
they need
• Give customers what
they want
• And great shall be your
reward
– The JobBank
Spiritual Management

Satisfaction
Levels
HIGH Satisfaction
Levels
Synchrony

Kingston Container Terminal

KCT Mission & Vision
• MISSION:
–KCT Services Limited is committed to providing world-class
service to meet and/or exceed the requirements of our
global supply chain customers.
• VISION
–To be Port of Choice for the 21st Century and beyond.

KCT Values
What will make us SAIL
What will make us SINK
KCT Values
•Commitment to efficiency
and productivity
•Leadership
•Accountability
•Fostering Teamwork
/Teambuilding
•Training and
Development
•Effective Communication
•Retooling/Equipment
•Discipline
•Flexibility
•Health, Safety,
Security and Environment

KCT Values
SAIL How We Work SINK
I will… I will NOT…
Operate all equipment assigned to me
properly
Commitment to
efficiency
and productivity
Just notify maintenance when it bruk
Do my best in everything I do Settle for mediocrity
Perform all tasks efficiently Perform according to how I feel
Ensure everything is done in a timely
manner Get to it when I get to it
Utilize funds appropriately
Not worry about it…di company have
money
Plan ahead to prevent poor performance &
production Wait for it to happen to address it
Always work to meet key performance
indicators
Expect the next shift to finish all
incomplete work
Strive for optimal performance at all
times Settle on being an average worker
Uphold high standards at all times Just do enough to get by
Endeavour to keep customers satisfied at
all times Ignore my customer commitments

Caribbean Development Bank
Bankable Bankrupt Related Competences
I will... I will not…
Presentation Skills
Adhere to the highest standards Accept mediocre performance
• Enjoys being the spokesperson for the team
and handling questions
Work at being as Knowledgeable
as possible Be complacent with what I already know
Shows confidence when in front of groups;
little or no evidence of self-consciousness or
discomfort
Utillize all the information I have Be confined to yesterday's solutions
• Takes pride in making an effective
presentation with appropriate media
Provide excellent serivice to
internal and external customers
Be unresponsive to the needs of
internal and external customers or treat
either group any less than the other Decision-Making Skills
Be willing to take initiative Be primarily reactive • Has a reputation for high quality decisions
Seek out relevant training on an
ongoing basis Avoid participating in training activities • Does not put off decisions inappropriately
Remain open to new ideas and
developments Reject modernization
• Doesn’t capriciously changes mind--
decisions that stick
Performance Focus
We Are Technically Sound and Committed to Excellence
Worldclass Technical Competence
Change Adaptive

Mission, Vision, Values
and Work:
Aligning The Company for Higher Levels of

Edited Carib Cement Mission
Providing World Class Building
Solutions at Sustainable Standards.

CCCL Core Values - GRIPP
Cemented Rubble
Offers new ideas and new solutions. Takes the initiative
Generating
Mi nuh get pay fi think. A manager job dat.
Willingly embraces new and different ways of doing (curve
jumping) Why trouble suppen weh nuh trouble yu?
Builds trust, embraces with tolerance differences in culture,
race, gender, age educational level, opinions or ideas
Differences will not be tolerated
Thinks about the impact of own words and actions on others
Respect
Mi nuh care bout nobaddy else. Mi done talk.
Is honest, empathetic, and communicates authentically and
contextually
Say what's convenient, say what people waan
hear.
Leads by example
Mi nuh deh ya fi teach nobaddy nutten/ Do
weh mi seh nuh wha mi do.
Acts decisively with fair play and equity. No double-speak or
curry favour.
Integrity
Different rules fa different people.
Accepts no bribes, operates transparently and in a clean and
open manner A Jamaica dis, man a fi eat a food

PICA will effectively, ethically and efficiently
administer immigration, citizenship and passport
services by well-motivated, customer-focused
and knowledgeable public officials guided by
globally accepted standards.

Values
LANDED DEPORTED
• Professionalism
• Integrity
• Customer Service
• Accountability

What Are EMCVPA
Vision, Mission & Value?

What Are EMCVPA Vision, Mission & Value?
What Are Your Department Values?

MISSION
• To enrich the aesthetic sensibilities and
promote the cultural diversity of the
Caribbean through the highest quality
education and training in the Visual and
Performing Arts.

VISION
1. To develop the Edna Manley College of the Visual and Performing Arts as a centre in arts and culture, by
creating a physical and an academic environment which will engender the highest quality study,
research, scholarship and the pursuit of academic excellence.
2. To strengthen and broaden relationships between the Edna Manley College of the Visual and Performing
Arts and its stakeholders by promoting partnership and collaboration to support the development of the
arts and encourage networking.
3. To ensure a sustained social and academic environment that develops graduates who are devoted to
sound moral, social, spiritual and ethical principles in their professional lives and leaders in the practice
of the arts.
4. To create opportunities for economic enterprises that will support the development of the institution
and the interest of the Edna Manley College of Visual and Performing Arts.
5. To provide quality staff who will support the mission of the Edna Manley College of the Visual and
Performing Arts, be devoted to lifelong learning and professional growth in their area of expertise.

CORE VALUES:
The Edna Manley College is committed to the following as an essential part of its purpose as an institution of higher learning:
1. Diversity: We value diversity as part of our commitment to academic and aesthetic freedom and respect diverse opinions among faculty, staff and
students.
2. Service: We value diversity as part of our commitment to academic and aesthetic freedom and respect diverse opinions among faculty, staff and
students.
3. Innovation: We value innovation as the key to original thoughts and seek to bring new and innovative ideas to enhance the work of the College as well as
to create new knowledge in the visual and performing arts.
4. Transparency: We value transparency as essential to open and accountable governance by seeking to operate in an egalitarian environment that involves
all stakeholders in our decision-making.
5. Commitment: We value commitment as vital to institutional and administrative loyalty and pledge to be committed to the ideals, mission and objectives
of the College as well as to the services in which we are engaged.
6. Partnership: We value partnership as an important condition for stakeholders’ participation and seek to forge alliances to facilitate the development and
progress of the College.
7. Lifelong Learning: We value lifelong learning as a basic philosophy of self-renewal, scholarship and institutional growth and seek to encourage this as
essential for all.
8. Integrity & Ethics: We value personal and institutional integrity, and are committed to consistent justifiable moral and ethical principles.
9. Truth: We value truth as the fundamental gateway to enlightenment and human dignity and seek to express this in our lives and imparting it to others.
10. Respect: We value respect for self, others and the environment as a critical self-defining element, and a source for building and maintaining good
relationships and achieving success, and seek to exercise this at all times.

Part 2: Charting The New Paths
Participant Work Groups (20 minutes)
•In this session, the participants will
join small working groups to explore
the new way forward.

ISSUES for Work Groups to Explore
• ISSUE #1 – Identify 5 value that if this department
committed to living would make it the best
place to work at EMCVPA
• ISSUE #2 – Identify the 2 anchors for the values
• ISSUE #3 – Identify 5 Change Leaders

What Are EMCVPA Vision, Mission & Value?
What Are Your Department Values?

Values
• Progress: Communication, Committed, Team, Punctuality, Leadership
• Dream Chasers: Respect, Innovation, Communication, Trust, Commitment
• VISSIONARIES: Productivity, Accountability, Punctuality, Communication,
Personal Development, Team-building
• GOAL: Respect, Communication, Trust, Time Value, Loyalty
• EDNA, PLACE OF FUTURE: Customer Service Oriented, Respect, Integrity,
Effective Communication, Truthfulness
• UPLIFTING: Love, Respect, Communication, Loyalty, Success
• HEART TO BE INSPIRED: Quality Service, Efficiency, Respect & Love,
Communication, Beautification,

Anchors
• Applause – Backle (Boo)
• Inspired – Lyad
• Deliver – Doomed
• Quality Performance – Quantity Performance
• Creating – Destroying
• Art – Spectacle
• Love – Hate
• Clean – Dutty
• Strive - Sink

Change Leaders
• Mr. Gayle, Mr. Walker, Dickens, Moore, Williams
• Walker, Wilson, Pusey, Griffiths, Ms. Gayle
• Walker, Pusey, Hutchinson, Fletcher, Gayle
• Fowler, Wilson, Gager, Whyte, Walker
• Gayle, Hutchinson, Pusey,
• Robertson, Lawrence, Walker, Scott
• Pusey, Walker, Hutchinson, Dickens

The Change Agents
• will be required to:
–Buy the changes designed
–Live the changes implemented
–Sell the changes to all
–Enforce the changes at all levels

Part 3: The Way Ahead
-Participants & Facilitator (20 minutes)
• In this session, the participants will share
experiences, insights and conclusions from
the working groups with the full gathering.

Part 4: End Game
- Participants & Facilitator (20 minutes)
•Facilitator will pull the pieces
together in the session
•Participants will draft their individual
Action Plans.

Marcus Buckingham
• There is no such thing as a corporate culture
• Companies are made up of many cultures
• The strengths and weaknesses of which are a
result of local conditions
• Each manager is responsible for the culture s/he
creates

Who Are The Change Leader?
THE PEOPLE WHO MUST GO IN FRONT!!

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Like everyone else,
LEADERS ARE NERVOUS
about learning new skills, behaviours,
and working relationships
• Unlike everyone else,
• LEADERS HAVE TO GO FIRST

The Change Agents
• will be required to:
–Buy the changes designed
–Live the changes implemented
–Sell the changes to all
–Enforce the changes at all levels

How do we get these in place?
• An Organization is a perfect system shaped to be
what is by the behaviours that are reinforced.
– The Roles, Rules,
– Rewards, Repercussions
• “The LORD giveth and the LORD taketh away.
Praise be the name of the LORD." (Job 1:21)

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How do we get these in place?
“The LORD giveth and the LORD taketh away.
Praise be the name of the LORD." (Job 1:21)
If you can’t be a good example,
then you’ll just have to be
a horrible warning.
-Catherine Aird

Do You Know The Rules?
• i before e …
• 30 day hath September…
• π R²
• Pi or π = to 3.14159
– Represents the ratio of any circle's circumference to its
diameter in Euclidean geometry
– The same as the ratio of a circle's area to the square of
its radius.

Wishful Thinking
Threats
Punishment
Promises
Rewards
Motivation
Inspiration
Forces of Change

Satisfaction
Levels
HIGH Satisfaction
Levels
Synchrony

CHANGE
A BEND IN THE ROAD
ONLY MEANS THE
END OF THE ROAD...
...IF YOU FAIL TO MAKE
THE TURN

Edna manley new work order values jan2017

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