1. PERSUADING PURCHASERS OF OUR VALUEAn Organisational Psychologist Practitioner ForumLead by Frank OConnor of RAP Consulting, Wellington, New Zealandfranko@rap.net.nzAdelaide, 30 June 20072007 OConnor ~ Adelaide APS I/O RAP p 1

2. WHAT MATTERS TO CLIENTS AND WHAT IS OFFERED THEM A survey of existing market representations and discussion withclients of organisational psychologists services shows a gapbetween what we offer to do and what they think they need orget Closing the gap means the work of organisational psychologistsis seen more clearly, which reduces effort needed to promotework, increases likelihood of good fees and helps our clientsexplain our value to their colleagues In purchase decisions, client perceptions are more importantthan our technical merits2007 OConnor ~ Adelaide APS I/O RAP p 2 3. TOGETHER WELL INVESTIGATEThe difference in expectation between a purchasing client organisation the direct user of the servicesThe difference between what clients think theyll get (and why it matters to them) what clients think they got(and why, sometimes, it doesnt matter to them)Trade-offs made by managers between business results staying comfortable2007 OConnor ~ Adelaide APS I/O RAP p 3 4. USING PREVIOUS EXPERIENCESWe will attempt clearer expressions of: The results we expect our clients to receive How these can be observed What these are likely to be worth to our client In financial, operational or emotional termsThroughout, we will focus on our clients mostimportant question:"What is it you can do for me?"2007 OConnor ~ Adelaide APS I/O RAP p 4 5. A long time ago, in a galaxy far, far away, aconsultant was asked by a client to explain whatwas meant by some words in a proposal.The proposal said working closely with your staff,we will identify the differences between effectivepractices and ineffective practices and investigatethe reasons for the difference.The client asked what working closely looked like.The lack of convincing answer meant that the clientlost confidence in the consultants expertise.The consultant lost the bid ... and the client.2007 OConnor ~ Adelaide APS I/O RAP p 5 6. WHATS THE PROBLEM?Well look at examples covering: performance systems selection tools management trainingEach time, well look as a client might, at: The results we expect our clients to receive How these can be observed What these are likely to be worth to our client In financial, operational or emotional termsBuying professional services is rarely a comfortable experience2007 OConnor ~ Adelaide APS I/O RAP p 6 7. For one thing, I feel Im taking a personal risk.By hiring anyone, I am putting my affairs, or mycompanys affairs, in the hands of someone elseand have to give up some degree of control.This is my area of responsibility, and even thoughintellectually I may know I need outside expertise,emotionally it is not comfortable to put my affairs inthe hands of others.Even if the matter is relatively routine, I will needconvincing(beyondprotestations ofgoodintentions) that my problems will receive promptand serious attention.2007 OConnor ~ Adelaide APS I/O RAP p 7 8. Im feeling insecure. Since I find it hard to detectwhich of you is the genius, and who is just good,Im going to have to commit myself without feelingtotally confident about my decision.What is more, I dont yet know if Ive got a simpleproblem or a complex one; thats why I need you,the specialist, to help me.But Im not sure I can trust you to be honest aboutthat: Its in your interest to convince me itscomplex.You professionals are always making mountainsout of molehills. Nothing is ever easy.Maister, Managing the professional service firm, NY Free Press 19932007 OConnor ~ Adelaide APS I/O RAP p 8 9. PERFORMANCE MANAGEMENT ANDDEVELOPMENT SYSTEMSProblem claim: The systems are cumbersome Organisations dont do anything with the data Performance systems dont integrate with other HR packages orsolutions that organisations are using to create an integratedend-to-end solution There is no way to trace performance over timeDoes the client organisation experience thesethings as problems?Why does the organisation want to manage performance anyway?2007 OConnor ~ Adelaide APS I/O RAP p 9 10. THE PROFFERED SOLUTIONAn improved system: The interface that will mean that people both engage withperformance appraisal and provide variance in responding. Thelater point is crucial as so much of what I have seen seeseveryone bunching at the upper end of the performancecontinuum. [So we need to] track performance over time visually. Thismeans you will be able to see how someone has progressedand why. [and] integrate data from various sources tocontribute to ratings. [And well be] approaching the evaluation of performancefrom a usability perspectiveWhat results do we expect our clients to receive? Even if they do, what problem have we solved?2007 OConnor ~ Adelaide APS I/O RAP p 10 11. WHAT DO I ACTUALLY GET?First, why do I want it? What is the expectation of a purchasing client organisation the direct user of the servicesSecond, what was (to be) delivered what clients think theyll get(and why it matters to them) what clients think they got (and why, sometimes, it doesnt matter to them)Third, what do I really need business results staying comfortableHow specific can we be with these needs?2007 OConnor ~ Adelaide APS I/O RAP p 11 12. THE TRUE MEASURE OF A GOOD SALESPERSON? Hiring good sales staff in the current tight labour market hasmade securing the right people more difficult than ever. Acandidate with experience is one thing, but a more scientificapproach, using proven objective assessment methods, canradically improve the likelihood of hiring the right person. radically improve on what? a valuable new tool that makes recruiting or developing salespeople easier and more cost-effective. The report provides in-depth insights into factors critical for top sales performance in asimple, easy-to-use format.Insights? Ease of use? Lets see2007 OConnor ~ Adelaide APS I/O RAP p 12 13. THATS JUST WHAT I NEED!The claimed benefits are: Improve Sales by identifying top sales performers Reduce the costs of turnover in sales teams Identify sales professionals who will fit best in your team, yourorganisation and your customers Learn how businesses improved their sales capability Take away practical tips on how to recruit and develop bettersales people What would these look like?What is delivered? Training in using a personality assessment tooltailored to identifying characteristics of sales peoplecorrelated with some reported aspect of adequate performance2007 OConnor ~ Adelaide APS I/O RAP p 13 14. WHAT DO I ACTUALLY GET?First, why do I want it? What is the expectation of a purchasing client organisation the direct user of the servicesSecond, what was (to be) delivered what clients think theyll get(and why it matters to them) what clients think they got (and why, sometimes, it doesnt matter to them)Third, what do I really need business results staying comfortableHow specific can we be with these needs?2007 OConnor ~ Adelaide APS I/O RAP p 14 15. SOLUTIONS ORIENTED THINKING FORSTRATEGIC DECISION MAKINGVALUE ADDED BONUS! You will be assessed with a psychometric test (DiSC) andprovided with a comprehensive report at no additional cost!FACILITATED BY: XXX is a Consultant Psychologist experienced in the areas oforganisational psychology, organisational behaviour andperformance counselling among other areas xxx believes that given enough energy, planning and passion,just about anything is possible xxx is committed to work with individuals and organisations tofacilitate behavioural change and enhanced performance2007 OConnor ~ Adelaide APS I/O RAP p 15 16. I REALLY WANT SOME OF THAT!The claimed objectives are: Improve your ability to develop solutions and make decisions forthe growth of knowledge and the advancement of yourorganisation Expand your problem solving and decision making skills beyondtraditional analytical approaches Understand how the ethics of a situation can affect decisionmaking and problem solving What would these look like?What is delivered? Scores on a personality assessment tool ??? What is the value added to the organisation?2007 OConnor ~ Adelaide APS I/O RAP p 16 17. WHAT DO I ACTUALLY GET?First, why do I want it? What is the expectation of a purchasing client organisation the direct user of the servicesSecond, what was (to be) delivered what clients think theyll get(and why it matters to them) what clients think they got (and why, sometimes, it doesnt matter to them)Third, what do I really need business results staying comfortableHow specific can we be with these needs?2007 OConnor ~ Adelaide APS I/O RAP p 17 18. EIGHT REASONS FOR CHANGE FAILUREResearch shows culture to be the single greatestinfluence on improved organisational effectiveness Not establishing a great enough sense of urgency Not creating a powerful enough guiding coalition Lacking a vision Under-communicating the vision by a factor of ten Not removing obstacles to the new vision Not systematically planning for and creating short-term wins Declaring victory too soon Not anchoring changes in the corporations culture Kotter, J.P. & Heskett, J.L Corporate Culture and Performance. NY Free Press. 1992 Did they mean the culture we might measure?2007 OConnor ~ Adelaide APS I/O RAP p 18 19. THE CULTURE THAT MATTERS TODECISION MAKERS The unwritten rules that give rise to specific behaviours in themajority of the staffKeyPerceivedIndividual CompositeCompositeUnwrittenImplications Interpretation Consequences BehaviourRulesManagement Control:How do I stay out of trouble? A few forces drive or inhibitthe actions of the leaders: Career Progression:How do I get ahead?Reward Systems:How do I get more?2007 OConnor ~ Adelaide APS I/O RAP p 19 20. WHAT KIND OF CULTURE ARE WE TRYING TO HELP?Culture: collective patterns of behaviourthat persist over time,acquired by new joiners as a rite of passage andendure regardless of the departure of most individualsFour types Collaboration Participative, team-orientated, experience-sharing, partnering Competence Impersonal, orientated to excellence, intense, insightful, competitive Control Detached, command-orientated, task-centred, rules-based,impersonal Cultivation Belief-orientated, aspirational, purpose and values-driven, person-centred Are these types mutually exclusively and immutable?2007 OConnor ~ Adelaide APS I/O RAP p 20 21. Actuality CollaborationControl ImpersonalPersonalCultivation CompetencePossibility 2007 OConnor ~ Adelaide APS I/O RAP p 21 22. WHAT IS THE CULTURE OF YOUR CLIENT?Existing culture makes some things easier andsome things harderMismatch examples, pleaseHow do we find out before making our proposals?Fact or opinion?What difference does it make? The results we expect our clients to receive How these can be observed What these are likely to be worth to our client In financial, operational or emotional terms To business results or to staying comfortable?2007 OConnor ~ Adelaide APS I/O RAP p 22 23. TEN YEAR OLD FACTS 60% - 70% of reengineering projects fail to deliver the expectedimprovement in business performance, regardless of overspend 90% of surveys indicate that management and employee groupsbelieve that culture must change in order to achieve theirorganisations objectives The most common thing keeping CEOs awake at night arepeople issues Source: PA Consulting Group ~ Leadership Survey 19962007 OConnor ~ Adelaide APS I/O RAP p 23 24. THE LEADERSHIP CHALLENGEEnsuring I will do what is needed: Communication I have been toldAwareness I understand what Ive been told Understanding Involvement I am contributing facts and ideas Contributing I am helping to shape ideasEngagement Commitment I like the look of that: lets do it Support I now realise that this is a very hard path: lets still do itObligation Not only is this a hard path, but it will affect me fundamentally: letsdo itDedication2007 OConnor ~ Adelaide APS I/O RAP p 24 25. WHERE ON THE LEADERSHIP CHALLENGE IS YOUR CLIENT?Existing leadership makes some things easier andsome things harderMismatch examples, pleaseHow do we find out before making our proposals?Fact or opinion?What difference does it make? The results we expect our clients to receive How these can be observed What these are likely to be worth to our client In financial, operational or emotional terms To business results or to staying comfortable?2007 OConnor ~ Adelaide APS I/O RAP p 25 26. TEN YEARS LATER, IS IT DIFFERENT? For any consulting organisation to claim that they are in thetransformation business is unrealistic and grandiose. All anyoneinside or outside the organisation can do is identify the nature,integrity, beauty, identity, and strengths of an organisation anddo their best to develop, refine, and work to make things moreefficient and effective. Determining where an organisation has been, where it iscurrently, and where it is primarily poised to go next is criticallyimportant before any change attempt.Schneider,19972007 OConnor ~ Adelaide APS I/O RAP p 26 27. MAKING EMOTIONAL CHANGE TIPS AND TRAPSSenior managers involved in major change areinvariably seriously effected for good or ill by theemotional responses of staff to planned changes They benefit from being prepared for both positive and negative avoid being caught by surprise shape the communications strategy avoid unnecessary defensiveness allow greater management controlNever underestimate the emotional aspects of majorchange - there are always winners and losers Managing change on both an emotional and rational level: increases the chances of final project success and participation reduces risk of being blown off-course by unexpected responses2007 OConnor ~ Adelaide APS I/O RAP p 27 28. FEELINGS ABOUT CHANGE AngerEmotional ExpressionConvertopinion Supportformers Sell rewards Denial Provide evidence Bargaining TestingSell benefitsProvideresourcesDepression/AcceptanceTrain & develop Time2007 OConnor ~ Adelaide APS I/O RAP p 28 29. WHERE ON THE EMOTIONALROLLERCOASTER IS YOUR CLIENT?Existing feelings makes some things easier andsome things harderMismatch examples, pleaseHow do we find out before making our proposals?Fact or opinion?What difference does it make? The results we expect our clients to receive How these can be observed What these are likely to be worth to our client In financial, operational or emotional terms To business results or to staying comfortable?2007 OConnor ~ Adelaide APS I/O RAP p 29 30. WHAT DIFFERENCE DO I MAKE?What are the specific business results I expect myclients to receive, as a product of my work? How these can be observed Who will see what, and who cares? What will be done differently, from Monday? What wont be okay anymore? What these are likely to be worth to my client What changes financially? What changes operationally? What changes emotionally? Whats the balance between organisational and individual wins? To business results and to staying comfortable2007 OConnor ~ Adelaide APS I/O RAP p 30 31. for me, a psychologist can choose to be a particularkind of scientist who applies relevant facts from thatscience to the world of organizations in order toenhance profitability for a client organization, or theycan be a clinical psychologist / counselor / coach /feel-good / psychobabble kind of individual whosounds good and feels good, and even quotesevidence as a scientist-practitionerWe should not grub around with minor or waffle-world, pretend or feel-good low-level HR work. Weare built (or should be) for major organizationalinterventions.We are applied scientists bringing unique andspecialized expertise to matters of corporateperformance which can be influenced by peopleinterventions. 2007 OConnor ~ Adelaide APS I/O RAP p 31Paul Barrett, personal communication, 2007