Values-Driven Leadership In Practice with Joanna Barclay

© Culture Leadership Group

Transport Canada — CIO Directorate


Pet Industry Joint Advisory Council of Canada Case Study

Building Leadership Team Commitment

Intr

oductions

1. Name

2. Pick a card that represents what attracted you to this workshop

3. Share with your table group

Whole

-Syste

m T

ransfo

rmation

Step 1 – Preparation Phase

Group Reflection

What obstacles to building commitmenthave you experienced on leadership teams ?

PIJ

AC C

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Happiness in the Workplace

Lunch anyone?

Happiness in the WorkplacePIJ

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anada


Intr

oduction


Background

• PIJAC Canada represents the Canadian pet industry with $6.5 billion in revenue.

• Executive Director of PIJAC Canada, decided they needed a change in leadership and management style

• Engagement and participation of board members were non existent

• The association was viewed poorly by its stakeholders

• Declining association membership

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Project Objectives

Build leadership commitment for change

• Higher engagement of board members, contributions and maximizing their potential

• Engage pet industry and connect with stakeholders

• To provide a higher level of service to the membership and create more business opportunities

• To be more proactive and have better balance through efficient use of resources.

PIJ

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Challenges

• Adversarial relationships with key stakeholders – community groups, city councils, animal shelters

• Animal activists didn’t believe they should make $$$ off the backs of animals

• Board members were not participating and contributing to board decision making process

• Internal competition for resources – no collaboration

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Buildin

g L

eaders

hip

Com

mitm

ent Facilitated Planning

• Empowerd leaders to work effectively together

• Opportunity to share knowledge and experience

• Given decision-making responsibility

• Achievements:

Explored challenges and opportunities

Developed 4 strategic initiatives with action plans

Agreement on 4 key values and behaviours – Excellence, Collaboration, Leadership, Responsibility

Discovered limiting beliefs that would reduce performance © Culture Leadership Group


Get Connected

• The way we behave can make or break the success of PIJAC delivering on it strategic goals

• It took leadership courage, commitment and the will to learn and grow

• The journey brought new levels of collaboration, excellence, responsibility, and leadership to their work

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Build y

our

Culture

Garden metaphor

• Developing a culture is not static like installing a machine, but dynamic, something like growing a garden

• Must prepare the soil:

• Facilitative Leadership

• Board Member Engagement

• Plant the right seeds:

• Select the desired values

• Maintain the environment to grow healthy plants – i.e. provide water, sunlight, and compost to stimulate growth, and root out the weeds which impede growth

• Ongoing dialogue

© Culture Leadership Group Transport Canada — CIO Directorate

Your Life does not get better by chance, it gets better by

change

Jim Rohn


Change vs Transformation

• Change – happens around us• New client requests, changes in organizational structures, roles and

responsibilities

• Transformation – we need to adapt and align our thinking to the external reality

• This happens inside of us, beneath the surface. It is transforming our mindset, understanding or consciousness

For change to be successful we need to recognize impacts to the whole system, deal with the actual external changes and the internal human transformation

Build y

our

Culture


Build y

our

Culture

Building Trust

• Building trust is critical to creating a successful culture and attaining results.

• Trust impacts speed and cost

• Low trust => slower speed and higher costs

• High trust => faster speed and lower costs

• How do you build trust?

• Facilitative Leaders invest time getting connected as a team,sharing their wisdom, exploring challenges, and building solutions together

Environmental Scan

• Conducted an environmental scan with key stakeholders through 5 on-line engagement sessions using Go-To-meeting

• Perception of stakeholders gave PIJAC a new view of the world and their untapped potential

• Realigned mission and purpose of association with new tag line

Buildin

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eaders

hip

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mitm

ent

Environm

enta

l Scan

Drivers and Direction for Change


External

Internal

PIJAC Canada Results

Worksheet Handout –Environmental Scan

ToShift Mind-sets


External Drivers for Change

• Environmental Forces: Social, Economic, Political, Governmental, Technological, Demographic, Legal

• Marketplace: Customer needs and demands which arise from the environmental forces

• Business Imperatives: Strategies organizations must successfully implement to meet the market (consumer) requirements

• Organizational Change: How the organization must evolve to successfully deliver on the new business strategies

What might be some examples of these drivers for change?

Environm

enta

l Scan


Progress is impossible without change, and those who cannot

change their minds cannot change anything

George Bernard Shaw


Internal Drivers for Change

Transport Canada — CIO Directorate

• Cultural Imperatives: New ways of being and working together

• Leader and Staff Behaviour: Different style of making decisions, frequency of collaborative dialogue, tone in communicating

• Leader and Staff Mindset: New set of beliefs, values and assumptions

What might be some examples of these drivers for change?

Environm

enta

l Scan


Reflection

• What stands out for you about this process?

• What do you find exciting, surprising, or challenging?

• How do think mindset shift will impact leading change?

• Outcomes for PIJAC Canada?

Outc

om

es

• Stronger board, more united in providing guidance to the association members

• Commitment to the strategic plan

• Board members participating in roles and have taken on more responsibilities

• The values have given them confidence and energy, providing valuable momentum in moving forward and making it easier to follow the plan

• Positive relationships with community groups

• Legislators seeking their advise on policy

• Increase in pet show attendance and revenue

• Maintaining association membership at a time when other associations are losing members

A whole system approach calls for actions in all four dimensions at the same time

COLLECTIVEINDIVIDUAL

OBJECTIVE

SUBJECTIVE

CharacterActions and

Behaviours

of the Leaders

PersonalityValues and Beliefs

of the Leaders

CultureValues and Beliefs

of the Organization

Environment

StructuresActions and Behaviours

of the Organization

2 4

1 3

When Leaders Transform the Organization Transforms

Buildin

g L

eaders

hip

Com

mitm

ent

© Culture Leadership Group Transport Canada — CIO Directorate

Never believe that a few caring caring people can’t change the

world. For, indeed, that’s all who ever have.

Margaret Mead

New Meaning & PurposeBuildin

g L

eaders

hip

Com

mitm

ent


Thank you for your participation

Joanna Barclay, CEO, Culture Leadership [email protected]

Values-Driven Leadership In Practice with Joanna Barclay

Presentations & Public Speaking

Transcript of Values-Driven Leadership In Practice with Joanna Barclay