Spring 2013 peter debreceny change leadership

Peter DebrecenyIPRC ConferenceMay 15, 2013

Our World hasRadically Changed

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Globalization

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DemographicChanges

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Technological Breakthroughs

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Our Companies The World

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Multi-Generational Workforce

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Traditional Workforce 2020

Benefits Opportunities

Prestige Actualization

Taking Charge & Getting Ahead Nurturing & Growing

Managing Coaching

Developing Specific Skills Maximizing Potential

Source: Cisco, Workforce 2020 © Gagen MacDonald 2013

Expectations are Changing withthe Changing Nature of Work

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What This Means forYour EmployeesTo successfully meet industry challenges,you need employees that are:

Aligned around company strategy

Focused on innovation

Customer-centric and savvy

Clear on how their work connectsto the company’s success

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92% Agree that their colleagues deliver high-quality work product

56% Believe there is a clear vision for the future

60% Are enthusiastic about the future

53% Report there is someone who encourages their career development

62% Believe the organizational structure provides for clear accountabilities

16% Are actively disengaged© Gagen MacDonald 2013

Employee Survey Results

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10 players would believe in the capabilities of their teammatesBut, only 6 of 11 would know which goal is theirs5 wouldn’t careHalf of the team wouldn’t know the coach4 players wouldn’t know their positions 2 would be on the sidelines, staring at their shoes

If ThatWere aSoccerTeam…

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Benefits of Engagement

Improvesemployee

performanceby up to

Increasescustomers

satisfactionratings by up to

Reduces turnoverby up to

1 – Corporate Leadership Council (CLC), 2004

2 – Towers Watson, 2002

3 – Development Dimensions International (DDI), 2004

20%1

23%3

50%2

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People Continuum

Disengaged EngagedSatisfied Committed

Fragmented IntegratedMandated Exchange

Communication Continuum

BusinessResults

1 42 3

The Goal is Consistency

Performance Communications Path

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How Engagement and Change Work

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Strategy Structure Culture

Communication & Engagement

The highest level of performance and innovation are achieved when strategy, structure, and culture are aligned.

Alignment

Innovation environmentLeadershipShared ValuesAttitudes/BeliefsBehavioral ShiftsOrganizational Experiences

Cross-functional collaborationLeadership ChangesOrganization LayoutSystems/ProcessesPolicies and ProceduresDepartment and Job Practices

InnovationReputation &Brand StrategyStrategic PlanningProcessStakeholder Value Propositions &ManagementCompetitive Analysis & Planning

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Our approach to change and cultural transformation

Establish the Compelling Business Context

Define / Refine the Cultural Levers

Drive Ownership and Alignment

Foster Engagement and Ownership

Reinforce and Integrate Systems for Sustainability

Keep Pushing the Culture to Push Performance

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Establish the Compelling Business ContextAlign top leaders around a clear vision for the future based in core purpose and missionDefine the critical prioritiesIdentify the key business metricsDefine who are we and why are we here in a powerful narrative

Define / Refine the Cultural Levers*Establish a baseline of current state through employee survey data,focus groups, leader interviewsIdentify the enduring cultural levers that need to be preserved and definethe gaps between current state and future state that need to be addressedIdentify and / or refresh Values and Observable Behaviors (or Leadership Behaviors) required to achieve the aspirational future stateEngage leaders in painting a clear picture of the From – To journey

Drive Ownership and Alignment – Start at the TopAlign the Executive Team around the Cultural levers through an experientialworkshop to drive insights and establish personal commitments towards modelingthe desired cultureBuild a critical mass of engaged and committed leaders by cascading the experiential workshop to the top senior leadersEquip Senior Leaders to support and facilitate the cascade of the experiencethroughout the organizationAlign Performance & Development process to drive accountability for the critical behaviors

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* Cultural levers are company-specific key principles chosen to drive the culture i.e., values, guiding behaviors, leadership imperatives

How Change Elements come to life

Foster Engagement and Ownership Throughout the OrganizationInspire storytelling—Equip leaders to communicate the compellingnarrative and share personal stories around the transformationShine a light on success storiesEstablish a constant communication and engagement drumbeat withrelevance at local levelsDevelop and prepare ambassadors throughout the organization tocommunicate and engage the organizationMap rational and emotional drivers to engagement i.e., power structures,symbols, rituals and routines

Reinforce and Integrate Systems for SustainabilityCelebrate Successes!Integrate cultural levers throughout company systems and processes(e.g., HR Systems, Talent Strategy and Operations Reviews)Connect all critical initiatives to the culture: e.g., Quality, R&D,Customer Service, Sales, Operational ExcellenceStrengthen leader capability through tools and leadership development programsChart progress against clear business metrics – keep strategy, structure, culture elements connected

Keep Pushing the Culture to Push PerformanceCultural levers* need to be systematically reviewed and adjusted to supportevolving market needs, strategies, business priorities and metricsContinually communicate, reinforce and reward the desired behaviorsContinuously reinforce leadership commitment

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How Change Elements come to life

Managing momentum is key

©2013 Gagen MacDonald

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Choose multiple channelsMore feedback

Less feedback

Massdistribution Interpersonal

TransactionalSurvey Focus groupsLeadership conferenceLeader blogsTown hall Face to faceWeb discussions

DistributionPrint/PublicationsIntranetBenefit CommunicationsMass e-mailWebcastsPodcastsVideo networks

DialogueCoachingFeedback forumsSmall group discussionsAction-planningEmployee roundtablesFace to face

TransactionalStaff meetingEmployee briefingShift meetingLeader-led discussionsFace to face

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Develop phased, detailed integrated change communication roadmap

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January MayFebruary March April

CEO/President

Senior Leaders

GMs AllassociatesAudience key Regional

On

e-ti

me

Drumbeat Communicationintranet microsite updates

Rec

urr

ing

Global town hall

Globaltown hall

PMO integration progress report

Quarterly integration newsletter

Quarterly integration newsletter

CEO update BU monthly update

Quarterly CEO state of the business update

Quarterly CEO state of the business update

EMEA Sales Meeting

PMO Integration progress report

PMO Integration progress report

PMO Integration progress report

Initiate a Communication Drumbeat

APAC Sales Meeting

Strategy execution 30 day progress update (w/cascade)

Leadership and org transition announcements

Strategy execution update including any structural changes (w/cascade)

Headquarters announcement

Impact on IT

Impact of synergies on plans andorg structure(w/cascade)

Planned benefits changes

Begin rolloutof integrated Company Vision and Values

Communicate next stage of business transformation impacts

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Channels and tools

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Tell a compelling storySharing experiences through stories builds trust, cultivates norms, transfers knowledge, facilitates learning, and generates emotional connections.

The successful use of stories in organizations requires leaders to choose appropriate story-moments andto be clear on goals. Identify a portfolio of stories to help create a shared narrative and provide resources to our leaders/line managers to capture and retell the portfolio of stories and add their own.

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Prepare leaders to communicate change

Communication Objectives

Keep employees engaged in culture changeStem productivity loss; retain talentBuild awareness and understanding of strategic imperativesand individual BU goalsCreate focus on what’s critical to successActivate leaders to be effective communicators

Communication Plan Template & Interview

IndividualLeader Change 

Communication Plan integrated with IC

Cascadeprocess for

key milestones

Feedback & dialogue; measurement

Use a leadertoolkit to

jumpstart cascade

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And give them the tools they need

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Create momentum across the company

Measure business impact and behavior change

EngagementItemize relevant items from existing surveys

Communication Effectiveness

Measure outcomes from programs and channels Analyze receiver preferences

Culture/BehaviorsIdentify relevant behavioral measures Build on existing surveysSet new measures, if needed

Business Performance

Analyze metrics against specific engagementand communications measures

Functional Capability

Competency and skill assessmentCustomer satisfactionBest practices and benchmarks

Business Impact

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What is aleader?

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A leader has followers.

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How do I lead in a world where I feel

NO LONGERIN CONTROL?

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The Community

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The Context

What Motivates Us

The New Leadership Imperative

The GenerationalLens

© 2013 Gagen MacDonald LLC 33

Capturing the Imagination

Co-Creating Possibilities

Unleashing Capability

1 4 72 5 83 6 9

Connecting withPurpose & Meaning

Inspiring withStories

Awakening Leadership at All Levels

Charting New Pathsfor Contribution

Curating Creativity& Action

Cultivating Relationships, Networks and Community

BuildingCritical Mass

EmpoweringOthers

FuelingMomentum

Framework

© 2013 Gagen MacDonald LLC

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A paycheck drives compliance.

People’s sense of purpose, mastery and autonomy drives engagement.

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People want to connect to something bigger.

Ideas inspire action when they connect towhat matters and what’s real.

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Great leadership is infectious.

A story isn’t a story until everyonecan tell it.

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Let Go & Leadletgoandlead.com

The Arthur W. Page Societyawpagesociety.com

IPR Organizational Change Management Research Siteinstituteforpr.org/orgcomm

Resources

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Peter Debreceny+1 (312) 673-7324 p.debreceny@gagenmac.com

Thank You

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