True Story · 9/20/2005 3 True Story To increase organizational effectiveness they implemented:...

9/20/20051

Richard L. GerstbergerTAP Resource Development Group

Leadership Research

American Public Works Association 2005 Congress & Exposition

Minneapolis, MNSeptember 13, 2005

What it means for organizational change

activities such as Performance Management

and Asset Management

True Story

Why Good Improvement Programs Fail

9/20/20052

A True Story

True StorySome Background Information

Multi-billion dollar manufacturerProduces powerful, potentially harmful and very expensive productsMust work first time, no margin for error

Organized in a highly structured manner

Operates with strict policies & proceduresLeadership & management are authoritative, directive and systematic

True Story

To increase organizational effectiveness they:Created Organizational Development Department

Staffed up with internal and external professionals

Determined that the organization was outdated, outmoded, and ineffective.

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True Story

To increase organizational effectiveness they implemented:Quality circlesParticipative leadership & managementSelf-directed teamsBenchmarking and best practicesTQMEmpowermentHuman potential developmentManagement by consensus

True StoryAll organizations are, fundamentally, living social organismsOrganizational culture is more powerful than anything elseSystem-focused interventions work: component-centered interventions usually do notInterventions clearly tied to business strategy work, those not clearly tied to strategy do not.

One Size doesn’t fit allThere are some basic fundamentals that are the sameFour basic ways of leadingStrategic Focus determines the right approach to leadership

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Culture

Process

Leader-ship

Strategic Focus

Organizational Development

FocusAlignmentIntegrationBalanceCompleteness


The fundamental focus for action that the organization or unit must take in order to provide significant added value to its customers.

Strategic Focus


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* Treacy & Wiersema+ William Schneider

Operational Excellence*

Enrichment +

Customer Intimacy*Total Solution.

Synergistic customer relationshipHigh customization.

Incremental, step-by-step relationship with customer,

High demand for co-involvement

Growth of customerFuller realization of potential

Raise the human spiritFurther realization of ideals, values, higher order Purpose

Best Product/Service Excellence.

Create market nicheConstant innovation to stay ahead

One-of-a-Kind

Low Unit CostConsistent, reliable, dependable

service at appropriate qualityMarket share dominanceHigh distribution-intensive

Life-and-death

Product Leadership*

Strategic Focus

Operational Excellence

Product Leadership*Enrichment

Strategic Focus

Customer Intimacy

From CDG* Treacy & Wiersema


Enrichment

NordstromHarley Davidson

PR FirmHome Remodeling Contractor

Wal-martFederal Express

Southwest AirlinesMonopolies

Emergency OrganizationsUtilities

IntelLaw Firms

LexusSony

Bell Labs (Lucent Technologies)

Habitat for HumanityARC

Celestial SeasoningsW. L. Gore

Strategic Focus

Product Leadership

Customer Intimacy

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The Basics of Leadership

Leadership is creating a vision and direction for the organization and mobilizing people to accomplish the vision and direction.

Definitions

Leadership

MacGregor: The Human Side of EnterpriseMelohn: The New PartnershipWhiteley & Hessan: Customer Centered Growth

Donnithorne: West Point Way of LeadershipJaques: Requisite OrganizationSullivan & Harper: Hope is not a MethodFreiberg & Freiberg: NutsDePree: Leadership is an Art

Covey: Principle-Centered LeadershipKouzes & Posner: The Leadership Challenge

Peters & Waterman: In Search of ExcellenceGrove: High Output ManagementTomasko: Rethinking the Corporation

Books on Leadership

Leadership

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Foster full participationFirst among equalsQuick adaptation

Build TrustPush for consensus

Team decision makingEnsure diversity

AuthoritativeMaintain control

CarefulnessFirmness

Preserve StabilityEnsure predictability

CultivatorSteward of others

Foster developmentBuild commitmentArticulate valuesEmpower people

Inspire peopleBuild faith

Stretch peopleConceptual visionary

TaskmasterUtilize expertise

Set high standardsPush the limits

Utilize incentivesPush for innovation

Directive

Standard Setter

Participative

Charismatic

Core Leadership Principles

Leadership

©Corporate Development Group, Inc.

MacGregor: The Human Side of EnterpriseMelohn: The New PartnershipWhiteley & Hessan: Customer Centered Growth

Donnithorne: West Point Way of LeadershipJaques: Requisite OrganizationSullivan & Harper: Hope is not a MethodFreiberg & Freiberg: Nuts

DePree: Leadership is an ArtCovey: Principle-Centered LeadershipKouzes & Posner: The Leadership Challenge

Peters & Waterman: In Search of ExcellenceGrove: High Output ManagementTomasko: Rethinking the Corporation

Directive

Standard Setter

Participative

Charismatic

Leadership Books

Leadership

Core Strategic Focus Core Leadership Practices

Alignment


Leadership

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Setting Direction

Leadership

From CDG* Treacy & Wiersema

Strategic Focus

Unique CustomerGoal Attainment

Organizational GoalAttainment

Conceptual GoalAttainment

Value CenteredGoal Attainment

Customer Intimacy

Enrichment Product Leadership


District’s PurposeThe District’s purpose is to provide the best value to our current and future customers by protecting public health and the environment of a growing region. We do this by providing a full range of

safe, efficient, and innovative wastewater collection and conveyance services.

Leadership

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Setting Direction

Mobilizing Commitment

Leadership

TrustStewardship

IntegrityMaker of Meaning

Organizational ValuesCommunication

Positive Regard for Self and Others

Leadership

“Trust is the essential quality that creates a following for the leaders in which we are most interested.”

(Vision, Empathy, Consistency, & Integrity)

Integrity is honoring ones commitments and promises and being ethical in your relationships.

Learning to Lead Warren Bennis and Joan Goldsmith

Leadership

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“Stewardship is defined as the willingness to be accountable for the well-being of the larger

organization...”

Stewardship Peter Block

Leadership

Setting Direction

Mobilizing Commitment

Building Organizational Capability

Leadership

AlignmentThe organization’s or unit’s core leadership is logically and behaviorally consistent with its Strategic Focus.

Culture

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Actuality

Possibility

ImpersonalPersonalCultivation Competence

CollaborationAffiliation

Family/Sports Team Relationship Power

Team Builder/Integrator/Coach

In ControlPowerMilitary

Role PowerAuthoritative/Directive/Systematic

AchievementUniversity

Expert PowerTaskmaster/Convincing Persuader

Self-ActualizationReligious Organizations

Charisma Power Catalyst/Commitment Builder

Culture

Culture

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The Research Project

Non-judgmental (No right or wrong)

6 Sets of Attributes

22 Attributes

Scores Presented in Percentiles

360o Assessment Process

Leadership Research

Leadership AttributesCreating a Vision

Conservative Innovative Technical Strategic

Developing FollowershipPersuasive Outgoing Excitement Restraint

Leadership Research

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Management AttributesImplementing a Vision

StructuringTactical Communication Delegation

Following ThroughControl Feedback

Achieving ResultsManagement Focus Dominant Production

Leadership Research

Relationship AttributesTeam Playing

CooperationConsensual Authority Empathy

Leadership Research

Leadership Research

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Organizational change activities must fit with the way things get done (culture) and be guided by leaders.

Leadership Research

Leadership is often not aligned with Strategic Focus and/or Culture.

Leadership Research

Leadership is often not aligned with Strategic Focus and/or Culture.

Leadership is not focussed on results

Leadership Research

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21%37%Feedback

21%33%Control

Direct Reports

Manager(Self)

Management Score ComparisonFollowing Through

Leadership Research

9%19%Production

15%25%Dominant

25%25%Mgt. Focus

Direct Reports

Manager(Self)

Management Score ComparisonAchieving Results

Leadership Research

Leadership Development

EffectiveOrganizational

Change PerformanceManagement

Leadership & Results

Leadership Research

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LeadershipDevelopment

LeadershipAssessment

LeadershipWorkshop

IndividualLeadership

DevelopmentPlans




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LeadershipWorkshop


DevelopmentPlans




LeadershipWorkshop


DevelopmentPlans



1. Assess capabilities

2. Prioritize issues

3. I.D. Training needs

4. Set SMART development objectives

Build the development plan


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For this calendar year, 85% of my projects will be on time & within budget. Each project will be reviewed monthly.

Honor commitments made to other projects & activities. Complete projects & commitments on time

Working with my staff, I will develop SMART goals for our group by April 1, 2003.

Identify and establish clear goals to be met. Ensure that subordinates and peers understand their role and responsibility in an activity or project.

Control

MetricGoalLeadership Attribute

Leadership Development Plans

By December 1, 2002 I will have developed a std. format using open ended questions.

Develop a standard format for delivering feedback.

By August 5, 2002 my staff will have developed a meeting schedule for each project or assignment. At a minimum, each project or assignment will be discussed monthly.

Schedule meetings with my staff on a regular basis to review projects and assignments and provide feedback

Feedback

MetricGoalLeadership Attribute

Leadership Development Plans

Performance Management

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Strategic Purpose

CommunicateResults & Celebrate

Metrics

Key Results Areas

Goals

Tracking &Monitoring

Performance Management System


Process

People

ExternalFocus

Internal Focus

Organization Financial

Employees CustomerInvestment in organization’s human capital

Create organizational capabilities

Contribute to financial health

Add customer value

Key Results Areas


Key Results AreasEmployee Resultsfocus on the organization’s investment in human capital. They emphasize the importance of employees as producers and users of the information and knowledge that allow organizations to compete.

Definitions


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Key Results AreasOrganizational Resultsfocus on creating organizational capabilities. They ensure that organizational achievements outlive the energy and action of any one individual; that organizational accomplishment takes precedence over individual performance; that the organization operates with an internal culture about how to accomplish work and that there is an external identity that distinguishes the organization.


Key Results AreasCustomer ResultsAre results that add customer value. They are both tangible values related to the product or service provided and intangible values related to the organization's image or identity.


Key Results AreasFinancial ResultsAre results that contribute to the financial health of the organization. They include shareholder value for publicly traded firms and ratepayer or taxpayer value and the organization’s bonding capability for public agencies.


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Specific

Measurable

Attainable

Results-oriented

Time-bound

SMART Goal Setting


Goal Metric

Best water quality.

Meet State and District water quality goals 100% of the time.

Reliable water service. No unplanned system outages; no unmet water demands.

Environmentally responsible operations.

WTPs meet permit conditions; annual audits; action plans completed.


Goal Metric

Improve the leadership effectiveness of Section management and supervisory staff.

Complete action plans in leadership team performance plans.

Section works well with internal teams to resolve important issues.

WTS accomplishes 90% of planned results by for OPMS & Local Safety Committee.

WTS works well in external teams to resolve important issues.

WTS staff successfully participates and contributes in key district teams.


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Goal Metric

Develop and maintain high level of knowledge and skill for Water Treatment Section staff.

Demonstrated improvement in operator’s understanding of 1) Lab Skill; 2) Dose Calculation; 3) Filtration.

Maintain the Section’s Lost Time Injury Rate at a low level.

Lost time injury rate stays below 5 per 1000 employee hours.

WTPs comply with all safety regulations.

WTPs meet all safety regulations 100% of the time.


Goal Metric Minimize total annual water treatment while meeting all operating objectives.

Annual water treatment costs within cost plan.


Supervisors’ Monthly Report- System or Facility Status- Action Item Status- Leadership Development

Superintendent’s Monthly Report- System or Facility Summary- Action Item Status- Leadership Development

Division Manager’s Monthly Report- System or Facility Summary by Exception- Action Item Status- Leadership Development

All reports include Off Plan Feedback Mechanism


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Performance results vs. targets could include water quality, reliability, safety, regulatory compliance, overtime, etc.

Communicates level of success for the month.

Posted at each plant

Representative of the team effort.


System or Facility Status

Report on progress vs. milestones for each particular supervisor.Generally include continuous improvement on project items not related to day-to-day success.Items assigned to individuals

Examples: Develop water quality goal by date; develop mission statement by date; participate on specified projects; develop specific training program by date


Action Items Status

Includes development items specific to the individual based on assessment conducted at the beginning of the process.Progress vs. milestones.Succession Planning



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Communication Results

Celebrating Successes


QUESTIONS?

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Richard GerstbergerTAP Resource Development Group, Inc

(303) 561- [email protected]

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