ACMP 2015 Bell Clark Navigating Through the Culture · long-term brand or business will just be a natural byproduct.” -- Tony Hsieh, Zappos CEO “No company, small or large, can

Navigating through the Culture Conundrum

to Lead Change in the Public & Private Sectors

ARLYNE ARANDA CLARK & JESSIE BELL North Highland Worldwide Consulting

In This Session

Introductions

Let’s Get on the Same Page

Check Point

Leading the Leader: Advising through the 3C’s

Tips & Tricks to Consider

Key Takeaways

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Introductions

Raise your hand if you… N  Are accountable for leading or sponsoring a change initiative N  Are responsible for supporting a leader or sponsor of a change initiative (internal or external) N  Work in the Public Sector N  Work in the Private Sector Share a word or phrase that best describes the organizational culture of the environment you’re currently working in

….

Getting to know you






What Do We Mean by Organizational Culture?

Values

Norms

Practices

Attitudes

Behaviors



Why Does Culture Matter in Change Initiatives?

A healthy organizational culture: •  Helps enable an organization align to its mission and strategic

objectives •  Assists with eliminating employee confusion about the values,

mission, behaviors, etc. •  Supports appropriate alignment between leadership, managers,

teams, and individuals N Based on your experience, what are some other reasons?

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What Do Leaders Say About Culture?

“Everything I do is a reinforcement or not of what we want to have happen culturally.” -- Steve Ballmer, Former Microsoft CEO

“…so much of what Starbucks achieved was because of [its employees] and the culture they fostered...workplace culture is not the result of any one thing. It’s a combination of intent, process, and heart, a trio that must constantly be fine-tuned.”

-- Howard Schultz, Starbucks CEO

“Culture is your company’s number one asset.” -- Ginni Rometty, IBM CEO

“Our whole belief is if you get the culture right, then most of the other stuff, like delivering great customer service or building a long-term brand or business will just be a natural byproduct.” -- Tony Hsieh, Zappos CEO

“No company, small or large, can win over the long run without energized employees who believe in the mission and understand how to achieve it.” -- Jack Welch, Former CEO GE



Change Leaders •  Act on strategic vision •  Focus on large-scale

transformation; considers the entire system and change environment

•  Seek innovation and efficiency; take more risks

Change Managers •  Act on directives •  Focus on tactical planning

and execution for small or specific changes; project-by-project

•  Leverage tools and processes to control and monitor change; risk averse

How Does Change Leadership Differ from Change Management?



What Influences the Leadership Conundrum? Public Sector

•  Salaries funded by taxpayer dollars; public servants -- many are politically appointed

•  Often influenced by existing political administration and agendas

•  Workforce can have decades-long tenure

Private Sector •  Compensation considers

variables such as innovation, growth targets, shareholder satisfaction, production, etc.

•  Generally influenced by market / consumer demands and trends

•  Workforce constantly transitioning

N Others?



What are Common Culture Conundrums in the Sectors?

Conservative People-Centric

Innovation-Driven Reactionary

“Mom & Pop Shop” Risk-Averse

Command & Control Execution-Focused / Process Driven

Political

Regulated

Results-Oriented

What are some examples of the organizational culture challenges

that you have experienced while working with leaders on change initiatives?

….

What’s Your Experience?


Check Point

Leading The Leader



Leading the Leader

What’s Your Role in Navigating through the Culture Conundrum? N You are in this session because you consider yourself to be:

A.  a Consultant B.  a Collaborator C.  a Coach D.  a Combination of Two of the “C’s” E.  All of the Above!


Leading the Leader

As A Consultant Your Role is to: •  Provide expertise in specific industries,

disciplines, and/or focus areas •  Provide guidance and direction in specific

business situations, objectives, and/or initiatives

Leading the Leader

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As A Collaborator

Your Role is to: •  Partner to assist with problem-solving •  Act as a “sounding board” in the

brainstorming process •  Share applicable experiences, lessons

learned, and leading practices


Leading the Leader

As A Coach

Your Role is to: •  Help a leader understand one’s function,

capacity, and responsibilities within the context of any given environment

•  Provide support, encouragement, and motivation to enable and empower one to achieve set goals and objectives

•  Provide constructive feedback for continual growth

Leading the Leader


So Now What?

Let’s look at a few ways that we, as the “3C’s”, can

help leaders navigate through some of the sector

culture conundrums

Tips & Tricks to Consider


ü  Leverage tenured employees as SMEs

ü  Understand impacts of changes on employees

ü  Encourage leader network with peers across the country

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Tips & Tricks

ü  Leverage tenured employees as SMEs and project advisors

ü  Identify resistance challenges and impacts of changes on employees

ü  Encourage leader to network with similar-level peers across industry

Culture Conundrum: Conservative


Tips & Tricks

ü Familiarize yourself with the regulatory impacts related to the initiative ü Understand roles and impacts to both individuals and internal / external stakeholder groups ü Socialize the repercussions of missing a regulatory deadline

Culture Conundrum: Regulated


Tips & Tricks

ü Bring the right people to the table to solve the problem

ü Brainstorm desired decision outcomes prior to meeting

ü Utilize a message map to gain organizational alignment

Culture Conundrum: Political

Tips & Tricks


ü Recognize the importance of quantification

ü Support leader in developing a business case and justifications

ü Encourage leader to document past failed projects and lessons

Culture Conundrum: Results-Oriented


Key Takeaways


….

Questions?

About Arlyne & Jessie


Arlyne is an Organizational Strategist and Change Leadership Consultant with 18 years of experience leading business transformation initiatives in the public, private, and non-profit sectors. She specializes in helping complex organizations transition from legacy processes and technology toward more optimal, strategy-aligned operational environments. Arlyne is a Senior Manager and the Global Service Offering Lead for Culture at North Highland. Her client partners have included: US Army, US Navy, VDOT, MI DOT, SunTrust, CapitalOne, HP, Monster.

Jessie Bell is a management consultant with over six years of experience in supporting and leading business transformation initiatives in the public, private, and non-profit sectors. She is a Manager with North Highland and her customer partners have included: SunTrust, Pennsylvania Department of Public Welfare, Virginia Department of Social Services, and ChildFund International. Most recently, Jessie has been serving as the change advisor for a transformative enterprise initiative at the Virginia Department of Transportation.

Who is North Highland?


We are a global consulting firm that has changed the model of how a consultancy serves its clients. We guarantee our work, hire top notch talent and work with some of the largest organizations in the world – to achieve exceptional results.

50 offices in the U.S., Europe, and Asia-Pacific

Headquarters Atlanta, GA Professionals •  2,500 worldwide •  Average 15+ years

consulting experience Private company 100% employee owned Best Firm to Work For Named as a “Best Firm to Work For” every year since 2007 by Consulting Magazine

North Highland’s Divisions


North Highland provides a growing portfolio of specialized expertise through individually branded divisions – organized into delivery models that align seamlessly to address the diverse business needs of our clients. Each division shares the common culture and values of North Highland and works together in an integrated “one team” approach to make it easy for our clients to engage services across different lines of business

CONSULTING DATA AND ANALYTICS STAFFING MARKETING

MANAGED SERVICES

Documents

ACMP 2015 Bell Clark Navigating Through the Culture · long-term brand or business will just be a natural byproduct.” -- Tony Hsieh, Zappos CEO “No company, small or large, can