This document provides an overview of change management and principle-based leadership. It discusses how principle-based leadership focuses on identity, participation, equity and competence to drive culture change. It highlights two case studies of companies that implemented principle-based leadership: Fraser, a local company that began with lean management and quality design teams; and Landscape Forms, a Michigan company that engages customers and employees in product development. Principle-based leadership is described as values-based, employee-focused, time-tested, and having proven financial benefits for creating high performance organizations.

1. Change Management Overview
a proven strategy for design and
implementation of culture change
Business and Environment Series
Aveda Corporation
Wayne Lindholm
April 19, 2011
Scanlon Leadership Network

2. Change Management
The Key to Change management is The Human
Element
http://www.dow.com/hu/?story=theHumanElement

3. The Human Element
The Key to the Human Element is
Principle-based Leadership

4. Principle-based Leadership
For over 50 years, the Scanlon Principles
have stood at the very heart of engaging
people to apply their full creativity, energy and
commitment toward building a winning team,
helping people achieve their full potential to
make a difference.
Dwane Baumgardner – CEO, retired
Donnelly Mirrors, Holland, MI

5. Scanlon Principle-based Leadership
has only Four Principles
Identity
Participation
Equity
Competence

6. Principle of Identity
Identity is driven by the process of
education and based on three
assumptions:
ü Change is universal and is a given
ü Belief precedes action
ü Every person and every organization is in the
process of becoming better or becoming worse

7. Principle of Participation
Participation is driven by the
process of responsibility.
Participation is described as the opportunity
which only management can give and the
responsibility which only employees can accept
to influence decisions in their areas of
competence.

8. Principle of Equity
Equity is driven by the process of
accountability.
Equity is a genuine commitment to account for
the needs of all stakeholders including
customers, investors, and employees.

9. Principle of Competence
Competence is driven by the
process of commitment.
Competence is the ability to respond to the
constant demand for improvement and change.
It requires a commitment to continual learning
and development personally, professionally, and
organizationally.

10. Principle-based Leadership is uniquely
effective for Change Management . . .
ü Values based
ü Employee-Focused
ü Time-Tested
ü Financial Benefit Proven

11. Values Based
Principle-based Leadership is borne out of a deep
respect for all employees and the enormous
contributions they bring to the business if they are
completely engaged.

12. Employee Focused
Principle-based Leadership transforms cultures from an
us vs. them philosophy to one of partnerships
committed to delivering results for all stakeholders.

13. Time-Tested
For more than 65 years, Principle-based Leadership has
stood at the heart of engaging people to apply their full
creativity, energy and commitment toward building a
winning team.

14. Financial Benefit Proven
Principle-based Leadership has created high performance
organizations in many different industries. On average,
principle-based leadership companies achieve over a 150%
return on investment while increasing compensation by 5%.

15. Two case studies . . .
Ø One local – Fraser
One in Michigan – Landscape Forms

16. Path to Excellence

17. The Fraser journey
Began in 2006 as Lean MBO
CQI Quality Design team formed in Spring 2007
15 Members
Across organization representation
Guides: Wayne Lindholm and Scanlon Principles:
Identity --> Participation --> Equity --> Competence
Path to Excellence Training Fall 2007
Introduced Quarter Four 2007

18. The Path to Excellence
Intent Statement
To create an overarching
framework that continuously
builds quality, consistency,
cooperation, safety, and better
performance for the client.

20. Two case studies . . .
One local – Fraser
Ø One in Michigan – Landscape Forms

24. new for 2009
Principles

28. 360˚ product development
Product customerscustomers needs
Listen to needs
Engage launch – copy/graphics/display
Get customer feedback
Collaborate with product designers
Listen toemployee input
Collaborate with product designers
Get customer feedback
Engage employee input
Product launch – copy/graphics/display

29. We are environmentally responsible
service

30. We participate in the professional and commercial life of our industry.
Landscape Forms supports the Landscape Architecture Foundation at the
Second Century level and is a corporate member of ASLA, CSLA, IIDA, IDA,
Main Street USA, BOMA and the USGBC which administers LEED.
service

31. Landscape Forms
is Recognized . . .
- Top Small Business with
Exceptional Workplace
- Leading Innovator and role
model for larger businesses
new for ASLA

32. Some may say I hear what your
are saying, but it sounds like
hard work.
It is hard wok, but so is maintaining a culture by default
where you don t have fully engaged employees bringing
their whole person to work.

33. Without fully engaged and
participative employees, it is
harder work to . . .
Ø Attract, motivate and retain top talent
Ø Eliminate 'culture drag' that impedes group performance
Ø Create change ready organizations that embrace change
Ø Create an environment where employees freely offer their ideas
Ø Development a hard-to-imitate culture of practices and behaviors
Ø Create increased client loyalty and fully deliver on a brand promise

34. Can you envision building a
change-ready culture for your
organization?

35. Resources
Books:
o Compression: Meeting the Challenges of Sustainability Through Vigorous Learning
Enterprises by Robert W. Hall, Ph.D.
o A Whole New Mind: Why Right-Brainers Will Rule the Future by Daniel H. Pink
o Good to Great: Why Some Companies Make the Leap...And Others Don't by Jim
Collins
o Identity Is Destiny: Leadership and the Roots of Value Creation by Laurence D.
Ackerman and Laurence D. Ackerman
o A Whack on the Side of the Head: How You Can Be More Creative by Roger VonOech
o The Wisdom of Crowds by James Surowiecki
o The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning
Organization by Peter M. Senge, Art Kleiner, Charlotte Roberts and Rick Ross
o Servant Leadership: 25th Anniversary Edition by Robert K. Greenleaf
o Scanlon EPIC Leadership Principles by Paul Davis, Larry Spears (available from
Scanlon Leadership Network - info@scanlon.org )
Monograph:
o Why Scanlon Matters by Paul Davis, Larry Spears (free publication from Scanlon
Leadership Network - info@scanlon.org )
Websites:
o Compression - www.Compression.org
o Servant-Leadership - www.SpearsCenter.org
o Scanlon Leadership Network - www.Scanlon.org

36. About the Speaker
Wayne Lindholm
Wayne Lindholm operates a leadership development practice based
in Edina, MN, and serves as president of the Scanlon Leadership
Network based in Michigan. Prior to this, he worked for over 30
years leading change management programs with General Motors,
Morton Salt, Warner-Lambert, and 3M. He has a passion for
serving the developmental disability community and since 1998 has
served as president of the Down Syndrome Foundation, a 501(c)(3)
community-based foundation whose mission is to support
independence for persons with Down syndrome.
Lindholm holds a BS in mechanical engineering from the University
of Minnesota and a MS in manufacturing systems from the
University of St. Thomas.
Wayne Lindholm, President
Scanlon Leadership Network
Email) wayne@scanlon.org
Website) www.scanlon.org
Phone) 612-240-8488