Leadership to Accelerate Cultural Change Jacquie Stafford Mandev Limited.
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Transcript of Leadership to Accelerate Cultural Change Jacquie Stafford Mandev Limited.
Agenda
• Why is cultural change so difficult?• What sort of leadership is needed? Some tools
and tips to help you succeed.• Are our systems or structures helping or
hurting?
Definition of Organisational Culture
Core organisational values, beliefs, norms and expected behaviours that define how work is to be accomplished and how employees interact with one another, stakeholders and customers.
4
The Change Curve
Based on: Kubler-Ross
Progress
Performance andSelf-Esteem
Shock
Elation
Denial
Anger
Blame
Doubt andSelf-Blame Acceptance
Problem-solving
Confusion
The New Norm
Quick Discussion with the person next to you
Think about any Customer Service Initiatives you are implementing at the moment.
Where are your staff on the Change Curve?
5 minutes.
Implementing Cultural Change
‘The hard stuff’s the easy stuff.The soft stuff’s the hard stuff’
Tom Malone
7
Ensuring Effective and Sustainable Cultural Change
P x A = EProcess/Solution Acceptance and
EngagementEffective
Transformation
8
Culture Change has two parts—Management & Leadership
Leadership
Management
Need to consider both people & process throughout for the culture change to be
successful
The procedures, tools, and techniques designed to ensure that processes are embedded in the organisationFor example:• SMART goal setting•Performance management•Customer Complaints
Procedure The work to help people accept culture change by creating a vision, aligning people, coaching, motivating and inspiring
9
What sort of Leadership is needed to help cultural change? Recognizing
Acknowledging that something has been achieved. Clarifying the
benefits for others.
DemonstratingAssuring that benefits gained are not lost. Encouraging others to make the journey.
CoachingHelping others to achieve under difficult
circumstances. Not letting obstacles prevent progress.
EngagingExplaining the importance of the journey and of not giving up when it starts to get tough.
VisioningHelping others to understand
journey, reason for it, and benefits.
Based on the Evolve Partners “Cliff Face of Change” model
What are we looking for in a Vision that inspires?
• A clear statement about the outcomes of the change
• A view of the future state that is:
– Customer focused
– Easy to understand
– Not just one person’s dream, and
– Behavioural and actionable
Backwards Imaging ExerciseHelp people to think about the future
they are working to create1. Imagine a point in the future when an aspect of your
culture has effectively changed.2. Find words to describe what you would see, hear,
feel as you observe employees working in the new, changed culture.
3. Collate, debate, test on others and reach consensus.
Shared Visions come from collective efforts that reflect individual perspectives
Example: Backwards Imaging• Vision: Welcome Complaints• What will we see, hear and feel that is different
when our culture welcomes complaints?– Staff spending time with customers to genuinely
understand their position– Openess at every level in the business to hear
complaints– Joined-up teamwork across all functions/departments
to service customers– Staff coming up with improvement ideas
13
Behavioural Target
Used For:
Developing a Vision that is stated in actionable, behavioural terms
Do more/ Do less
Clarifying what the teamexpects from the new culture in behavioural terms
Vision _________________________
Behaviors
More of __________Less of__________
• •• •• •
Vision
Mindset
Behaviour
Making a Vision Actionable
Two Tools to help Leaders make cultural change practical
Example: Behavioural Target
• Vision – welcome complaints• Mindset
– Open-minded, inquiring– Empathy– Innovative– Empowerment to take decisions– Taking responsibility
Example : Welcome Complaints
More of• Asking for and suggesting
new ideas• ‘I will follow this through’• Listening• Skilful questioning • Learning rather than
blaming
Less of• Working systems (instead of
solving problems)• Avoiding/hiding complaints• Protecting ‘executive time’
from customers• ‘It’s not my fault’
Discussion and Application
• Work in pairs/ trios as appropriate around your table.
• Briefly share your customer service vision, mission or goals.
• Pick one and brainstorm a list of more of/less of behaviours.
• 20 minutes.
17
What behaviour gets rewarded? List behaviors (both desired and undesired) that were identified in the More Of - Less Of exercise. Using the following response choices, what would be most likely to happen if you were to do each of the actions?
1 = Action would usually bring reward or approval2 = Action would probably bring neither approval nor disapproval3 = Action would probably bring punishment or disapproval4 = Response to action is unpredictable, ranging from approval to disapproval
What behaviour gets rewarded?For example:
Coming up with and trying out new, untested ideas_______4___
Sharing information with other units and departments___2___
Going along with the boss even when (s)he is wrong______1____
1 = Action would usually bring reward or approval2 = Action would probably bring neither approval nor disapproval3 = Action would probably bring punishment or disapproval4 = Response to action is unpredictable, ranging from approval to
disapproval
19
What sort of Leadership is needed to help cultural change? Recognizing
Acknowledging that something has been achieved. Clarifying the
benefits for others.
DemonstratingAssuring that benefits gained are not lost. Encouraging others to make the journey. “
CoachingHelping others to achieve under difficult
circumstances. Not letting obstacles prevent progress.
EngagingExplaining the importance of the journey and of not giving up when it starts to get tough.
VisioningHelping others to understand
journey, reason for it, and benefits.
Based on the Evolve Partners “Cliff Face of Change” model
20
Stimulate thinking and team discussion about the degree of attention and commitment leaders are showing
1. Identify 4-5 things you feel strongly about (at home or at work)
2. Check your diary for the last 2-3 months to see what % of your time is spent on those things you say are important to you
Personal Engagement(Time Audit)
Tool for Engagement :Stakeholder Analysis
Names Strongly Against
ModeratelyAgainst
Neutral Moderately Supportive
Strongly Supportive
1. Plot where individuals or groups are with regard to desired change (O = current).
2. Plot where individuals need to be (X = desired) to accomplish desired change – identify gaps between current and desired.
3. Indicate how individuals are linked to each other, draw lines to indicate an influence link using an arrow to indicate who influences whom.
4. Plan action steps for closing gaps.
Stakeholder AnalysisNames Strongly
AgainstModeratelyAgainst
Neutral Moderately Supportive
Strongly Supportive
Peter 0 X
Kay 0 X
John X 0
Susan 0 X
Sources of Resistance• Technical
– Habit – ‘we have always done it this way’– Lack of skill/difficulty in learning new skills e.g. Directive
leader asking for suggestions from team and acting upon them.
• Political– Threats to the status quo– Relationships– Perceived erosion of authority– Self-preservation
• Personal– Afraid of ‘letting go’– Locked into the old mindset
Stakeholder AnalysisName Strongly
AgainstModerate
AgainstNeutral Moderate
SupportStrongSupport
Resistance
Peter O X Personal
Kay O X Technical/Political
John X O
Susan O X Political
Engagement/Influence StrategyStakeholder Desired
NewBehaviours
Issues/Concerns
Identify‘Wins’
What Who By When
26
Engagement : Elevator Speech
1. "Here's what our culture change is about…”
2. "Here's why it's important to do…”
3. "Here's what success will look like …
4. "Here's what we need from you…”
Help to spread a unified message(May change by stakeholder)
Discussion and Application
• In pairs• Jot down the key points for an elevator
speech for a customer service initiative in your organisation.
• Share it with your partner – get feedback on its effectiveness
• 15 minutes
28
Changing Systems & Structuresto help support cultural change
Why is it important?• When the way we organise, train, develop, reward,
compensate, promote, etc. is changed, we are likely to see behaviour change
• Successful cultural changes often involve realignment of “organizational infrastructure”
Changing systems and structures to help support cultural change
What are we looking for?• Identification of key Systems & Structures
areas that must be addressed to assure long-lasting culture change
• Alignment of Systems & Structures with desired behaviors
30
Changing Systems & Structures involves
Staffing Recruiting and promoting talentDevelopment Training, developing and building
competenceMeasures Tracking performanceRewards Recognising and rewarding desired
behaviour – formally and informallyCommunication Building and sustaining momentumOrganisationalDesign Right roles and responsibilitiesIT Systems Using IT technology to help sustain
culture change
31
Desired Behaviours
More Of Less Of
Given the Desired State behaviours, which of the current Systems &
Structures will:Help? Hurt? No effect?
Helping Hurting
Analysis of Current Systems & Structures
Example : Welcome Complaints
More of• Asking for and suggesting
new ideas• ‘I will follow this through’• Listening• Skilful questioning • Learning rather than
blaming
Less of• Working systems (instead of
solving problems)• Avoiding/hiding complaints• Protecting ‘executive time’
from customers• ‘It’s not my fault’
33
Desired Behaviours
More Of Less Of
Given the Desired State behaviours, which of the current Systems &
Structures will:Help? Hurt? No effect?
Helping Hurting
Analysis of Current Systems & Structures
Development – established curriculum easily adaptedRewards – executive incentives include culture change objectives
OD – size of teams and shift patterns means no time/opportunity to stimulate innovationMeasurement – Customer Service Advisors tracked on time, not quality
Systems & Structures Action Plan
Based on results of ‘Helping/Hurting’ tool decide what action needs to be taken:
Helping/Hurting What Who By when
Staffing
Development
Measures
Rewards
Communication
Org Design