Gaining Alignment for Customer Focus and Organizational Performance Russ Linden.

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Gaining Alignment for Customer Gaining Alignment for Customer Focus and Focus and Organizational Performance Organizational Performance Russ Linden www.russlinden.com www.russlinden.com

Transcript of Gaining Alignment for Customer Focus and Organizational Performance Russ Linden.

Page 1: Gaining Alignment for Customer Focus and Organizational Performance Russ Linden.

Gaining Alignment for Customer Gaining Alignment for Customer Focus and Focus and

Organizational PerformanceOrganizational Performance

Russ Linden www.russlinden.comwww.russlinden.com

Page 2: Gaining Alignment for Customer Focus and Organizational Performance Russ Linden.

Copyright (c) 2003 Russ Linden

Russ Linden is a management educator who specializes in organizational methods. Since 1980, he has helped government, non-profit and private sector organizations develop leadership, foster innovation, and improve organizational performance. He is an adjunct faculty member at the University of Virginia and the Federal Executive Institute. He writes a column on management innovations for The Virginia Review, where he serves as a Contributing Management Editor, and has produced national videoconferences on re-engineering and on the human side of change.

Russ has studied innovative organizations in Japan and the U.S. His current teaching and consulting interests include the human side of change, systems thinking and learning organization principles, re-engineering for seamless service, customer-focused organizations, and collaboration across organizational boundaries. For information on his writing and consulting, see his website: www.russlinden.com

He has published numerous articles, and his first book, From Vision to Reality: Strategies of Successful Innovators in Government, came out in 1990. His next book, Seamless Government: A Practical Guide to Re-engineering in the Public Sector (Jossey-Bass, 1994), was excerpted in the May, 1995 issue of Governing Magazine. His most recent book is Working Across Boundaries: Making Collaboration Work in Government and Nonprofit Organizations. It was published by Jossey-Bass in 2002. His clients have included the National Geographic Society, Departments of the Navy and Army, FBI academy, U.S. Dept. of Education, two state attorney general and over four dozen state, local government, and non pro-fit agencies. Several local governments are redesigning their organizations using the principles in his book, Seamless Government.

Before beginning his full-time practice, Russ was a Senior Faculty Member at the Federal Executive Institute. He served as the Director of Executive Programs at the University of Virginia’s Center for Public Service, taught at the UVa McIntire School of Commerce, and managed in the human services field for seven years.

Russ Linden is a management educator who specializes in organizational methods. Since 1980, he has helped government, non-profit and private sector organizations develop leadership, foster innovation, and improve organizational performance. He is an adjunct faculty member at the University of Virginia and the Federal Executive Institute. He writes a column on management innovations for The Virginia Review, where he serves as a Contributing Management Editor, and has produced national videoconferences on re-engineering and on the human side of change.

Russ has studied innovative organizations in Japan and the U.S. His current teaching and consulting interests include the human side of change, systems thinking and learning organization principles, re-engineering for seamless service, customer-focused organizations, and collaboration across organizational boundaries. For information on his writing and consulting, see his website: www.russlinden.com

He has published numerous articles, and his first book, From Vision to Reality: Strategies of Successful Innovators in Government, came out in 1990. His next book, Seamless Government: A Practical Guide to Re-engineering in the Public Sector (Jossey-Bass, 1994), was excerpted in the May, 1995 issue of Governing Magazine. His most recent book is Working Across Boundaries: Making Collaboration Work in Government and Nonprofit Organizations. It was published by Jossey-Bass in 2002. His clients have included the National Geographic Society, Departments of the Navy and Army, FBI academy, U.S. Dept. of Education, two state attorney general and over four dozen state, local government, and non pro-fit agencies. Several local governments are redesigning their organizations using the principles in his book, Seamless Government.

Before beginning his full-time practice, Russ was a Senior Faculty Member at the Federal Executive Institute. He served as the Director of Executive Programs at the University of Virginia’s Center for Public Service, taught at the UVa McIntire School of Commerce, and managed in the human services field for seven years.

About Russ LindenAbout Russ Linden

Page 3: Gaining Alignment for Customer Focus and Organizational Performance Russ Linden.

Copyright (c) 2003 Russ Linden

Alignment: What Is It?Alignment: What Is It?

“Alignment” means consistency . . . congruence ... feeling connected. The term is used by massage therapists dealing with the human body; it refers to the wheels on your car; it is increasingly used to describe organizations.

“Alignment” means consistency . . . congruence ... feeling connected. The term is used by massage therapists dealing with the human body; it refers to the wheels on your car; it is increasingly used to describe organizations.

In short, an organization is aligned when the members are pulling in the same direction.

In short, an organization is aligned when the members are pulling in the same direction.

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Copyright (c) 2003 Russ Linden

Alignment is sometimes most obvious in its absence:

“Firings will continue until morale improves.”

“I want everyone to tell me what they think, dammit, even if it costs them their job!”

- Samuel Mayer (MGM)

“The Inspector General wants the IG staff to act like

consultants and coaches to the units they monitor, not like

cops . . . The IG staff will be evaluated on the number of

violations they find in their audits and inspections.”

Alignment is sometimes most obvious in its absence:

“Firings will continue until morale improves.”

“I want everyone to tell me what they think, dammit, even if it costs them their job!”

- Samuel Mayer (MGM)

“The Inspector General wants the IG staff to act like

consultants and coaches to the units they monitor, not like

cops . . . The IG staff will be evaluated on the number of

violations they find in their audits and inspections.”

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Copyright (c) 2003 Russ Linden

When present, alignment sends powerful, compelling signals to everyone

People talk about “being on the same sheet of music”

There’s much less turf guarding

People feel a sense of common purpose

Most important, alignment leads to greater

organizational performance

When present, alignment sends powerful, compelling signals to everyone

People talk about “being on the same sheet of music”

There’s much less turf guarding

People feel a sense of common purpose

Most important, alignment leads to greater

organizational performance

Alignment: Why It MattersAlignment: Why It Matters

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Copyright (c) 2003 Russ Linden

Misalignment can exist at several levels:

• Between individuals’ words and actions

• Between org.-wide goals, and each unit’s goals

• Between the goals of admin and operational units

• Between the organization’s stated values and: behavior of leaders, org. structure, its systems

• Between the skills staff need tomorrow, and the training they are receiving today

• Between the formal reward system, and the behavior necessary for organizational success

• Between what’s measured, and what’s needed for organizational success

• Between the organization’s customers, and the processes that provide them goods and services

Misalignment can exist at several levels:

• Between individuals’ words and actions

• Between org.-wide goals, and each unit’s goals

• Between the goals of admin and operational units

• Between the organization’s stated values and: behavior of leaders, org. structure, its systems

• Between the skills staff need tomorrow, and the training they are receiving today

• Between the formal reward system, and the behavior necessary for organizational success

• Between what’s measured, and what’s needed for organizational success

• Between the organization’s customers, and the processes that provide them goods and services

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Copyright (c) 2003 Russ Linden

Exercise:

Think of a situation -- work or non-work -- in which things felt very much out of alignment.

1. What was the situation?

2. What was it like? How did you feel?

3. Did anyone say anything about the problem? Did anyone do anything about it? What?

4. What were the results of the project?

Exercise:

Think of a situation -- work or non-work -- in which things felt very much out of alignment.

1. What was the situation?

2. What was it like? How did you feel?

3. Did anyone say anything about the problem? Did anyone do anything about it? What?

4. What were the results of the project?

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Copyright (c) 2003 Russ Linden

Exercise:

Think of a situation in which everything felt “together.” The goal was important and clear, the group wanted to achieve it, there were no concerns about underlying agendas or turf or egos, everything fit.

1. What was the situation?

2. How did it feel?

3. What contributed to the fact of alignment?

4. What were the results?

Exercise:

Think of a situation in which everything felt “together.” The goal was important and clear, the group wanted to achieve it, there were no concerns about underlying agendas or turf or egos, everything fit.

1. What was the situation?

2. How did it feel?

3. What contributed to the fact of alignment?

4. What were the results?

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Copyright (c) 2003 Russ Linden

Framework for AlignmentFramework for Alignment

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“Everything starts with the mission.”-- Peter Drucker

Management Theorist

“Everything starts with the mission.”-- Peter Drucker

Management Theorist

Articulate A Clear, Compelling PurposeArticulate A Clear, Compelling Purpose

What is the organization’s purpose?

Does everyone know the purpose?

Is the purpose stated in ways thatmove people?

What are the org’s key outcomes?

Why do these outcomes matter? Who cares?

Do all staff know what the desired outcomes are? Do they see how their outputs contribute to the outcomes?

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Help Everyone Understand the StrategyHelp Everyone Understand the Strategy

Organizational strategy is is only effective

if people can both understand it, and applyit at their level.

What is your organization’s strategy?

Can employees across the organizationexplain the strategy in simple terms?

Are employees being given examples ofwhat they need to do to make the strategy real at their level?

To what extent do employees know why this strategy matters (to customers, to the organization, to themselves)?

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Help Everyone Understand the Strategy: FEMAHelp Everyone Understand the Strategy: FEMA

James Lee Witt inherited an agency that hadnarrow stovepipes and was considereddysfunctional, out of touch with customers,fragmented internally.

He articulated a new strategy: employeeswould work on “all hazards.” No longerwould they specialize in floods,earthquakes, hurricanes, tornadoes, etc.

Witt held countless employee meetings explainingthe new strategy, what it meant at each level, why itwas necessary, how this would impact customers andemployees.

The new strategy led to many other changes in training, org. processes, structure, evaluations, rotational assignments, etc.

By the time Witt left FEMA, it had been transformed into a model of high performance and alignment.

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How well do we know them and their needs?What measures do we use?

What’s our comparative advantage in their

minds?

Why have some left us?

How do we find out when our customers’needs change? How well do we respondto such changes?

How well do we anticipate their needs? Do weeducate them on the options available?

Who are our toughest customers? How do we learn from them,and improve based on their input?

Do our customers have customers? If so, do we help them meet their customers’ needs?

Custom

er

Develop A Customer FocusDevelop A Customer Focus

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FEMA hired a contractor who posed as a customer andmade many calls to FEMA staff, posing questionscustomers often asked.

Many FEMA staff responses reflected terrible customerService behavior (e.g., “That’s not my job,” “I don’t dothat kind of work,” and, “I have no idea how to get you that information”)

All FEMA staff were required to take workshop on customer service. It was customized to FEMA examples. Witt attendedthe first.

When HQ received customer comments praising employees, Witt read the comments at staff meetings, to reinforce the

customer orientation.

A contractor called 10,000 disaster applicants, asked what their most important expectations were of FEMA. Most frequent response: “I want to

talk with a kind, caring human being, to know someone at FEMA cares about me.”

Receiving a prompt check was # 3 among customers’ expectations (FEMA had always assumed it was # 1)

Develop A Customer Focus: FEMADevelop A Customer Focus: FEMA

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Copyright (c) 2003 Russ Linden

What skills/knowledge do employees need to do theirwork well?

How can we help them to continually learn, shareknowledge?

How can they get fast feedback on the results of theirwork?

What are the best ways to help employees see theconnections between units? To remove the walls betweentheir units?

How well do employees understand customerneeds/reactions to our products and services?

Who else (partners, contractors, part-timers, retirees, customers) can help us deliver products/services?

What are the skill sets needed in the future, and how do we ensure employeeshave them?

Connect People to Purpose, Customers, and Each OtherConnect People to Purpose, Customers, and Each Other

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Witt called all FEMA SESers into his office one Friday in

1993. When they left, they had all been give a different office to lead. His message: We have to focus on ALL hazards, and you have to lead as senior executives, not technical experts.

Some of the SESers were given offices that they had publicly bad mouthed in the past. Some were given offices previously led by GM 13s and 14s.

Employees received cross-training in their new, broader roles, so that they could carry out the “all-hazards” strategy with no loss of technical competence.

Witt repeated his key message over and over: “We all work on all hazards, we’re one team at FEMA.”

Connect People to Purpose, Customers, Each Other - FEMAConnect People to Purpose, Customers, Each Other - FEMA

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Which processes/systems are most critical to meeting customer/stakeholder needs?

Which of those processes seem to be most in need of improvement?

Do our employees regularly map and redesign processes to better meet stakeholder needs?

How are we improving information technologyto support process stakeholder needs?

Which processes and systems are most troublesome to employees?

Is our structure aligned with our over strategy? With customer and employee needs?

Align and Improve ProcessesAlign and Improve Processes

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Witt abolished the old stovepipe structure(the flood office, hurricane office, earthquakesoffice, etc.)

They were replaced with directorates that reflected the life cycle of emergency mgt:

preparedness, response/recovery, mitigation,ops. support

Those in each directorate work on all hazards

FEMA created a rapid response capability, usingmatrix teams drawn from all directorates. The teamstrain throughout the year

Align and Improve Processes - FEMAAlign and Improve Processes - FEMA

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What is our niche? What differentiates us fromothers?

With whom should we form partnerships to satisfy customers and achieve desired outcomes?

Which organizations are the benchmarks for us tostudy? How can we learn from them?

What trends are most important for us to track?How do we track them?

What will be possible to do in the near future thatisn’t possible today?

What are the most likely scenarios that we’ll encounter in thenext five years? How well prepared are we for each?

Understanding the EnvironmentUnderstanding the Environment

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Witt paid close attention to key Congressional committees that handle FEMA’s budget, and to

external stakeholders -- state and local emergency management leaders

He cut a deal with Sen. Mikulski: he would have an opportunity to make major changes in FEMA beforeshe would consider any effort to dismantle FEMA,which had been discussed in Congress

He testified on the Hill 15 times his first year, to keepthe members informed

FEMA created close partnerships with state and local leaders, focused on prevention. One example: Project Impact a pub-prv’t-nonprofit partnership to make local communities more disaster resistant

Understanding the Environment -- FEMAUnderstanding the Environment -- FEMA

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How well do our leaders set direction, communicate

the direction, and engage others in pursuing it?

How well do our leaders stay out of the “weeds?”

Who are our informal leaders? How can we

involve them?

What are the key future skills our leaders

will need? How do we prepare them?

How well do our leaders manage

external relationships?

How can our leaders continually learn,

and help others do the same?

Leaders and LeadershipLeaders and Leadership

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“What I really wanted in the organization was a group of responsible, interdependent workers, similar to a flock of geese …

I could see the geese flying in the ‘V’ formation, the leadership changing frequently, with different geese taking the lead. I saw every goose being responsible … changing roles whenever necessary, alternating as a leader, a follower, or a scout … And when the task changed, the geese would be responsible for changing the structure of the group to accommodate …

I could see each goose become a leader.”

Quoted in Flight of the Buffalo, by Belasco and Stayer (Warner Books, 1993, p. 18).

Shared Leadership -- What’s Needed for the New OrganizationShared Leadership -- What’s Needed for the New Organization

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• Shared leadership isn’t taught …

• Shared leadership isn’t learned primarily by

observing other leaders …

• Shared leadership doesn’t come from developing inspiring vision and values statements (although they sometimes help)

• No, shared leadership develops when people have the EXPERIENCE OF BEING LEADERS … like briefing their boss’s boss, taking temporary rotations to run another unit, being given major a project that you would ordinarily lead, becoming mentors for new employees.

• Your job: to support them, help them learn from mistakes, help them develop their own standards and learn how to hold themselves accountable.

And How Do We Develop Shared Leadership?And How Do We Develop Shared Leadership?