Session: Organizational Health Communication Cadence Strategies

8/12/2019 Session: Organizational Health Communication Cadence Strategies

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New York State Information Technology

Leadership Academy

March 5, 2014

Organizational

Health

Communication Cadence Strategies

Moderator: Joan Sullivan

NYS Forum

Panelists:

Leigh Walton, Pitney BowesKimberly Ellison-Taylor, OracleJim Snack, Motivational SpecialistWilliam Travis, NYS ITS





3

New York State IT AcademyMarch 2014

Organizational Health



4

Where You Stand Depends on Where You Sit.

I’ve Sat:

• Missouri State Government: transformation leadership team for an

agency consolidation and a failed “Super Cabinet”• Consultation to companies in the technology, gaming and education

sectors

• Presidential campaign, a constant transformation

• Pitney Bowes, a large company that is transforming to a digitalcommerce company with a software emphasis

Regardless, the key is “unlocking value”

During Organizational Change



5

Public Sector or Private Sector, “Unlocking Value” Fits

Similarities:

• People are already doing great things for citizens, but often:

o More things than they can excel at, and not are “mission critical”o In silos, because that is often the only way they can succeed

• Unlocking value – identifying the big goals and then utilizing our finiteresources – talent, money, vendor partners, and time – to meet them

Differences:

• Private sector can quit doing things. Public sector almost alwaysmust ask permission.

• Mistakes in the public sector are amplified publically.

Why Unlocking Value?



6

• Unusual Time in Political History:

o States vs. Federal Government

o

Governor Cuomo’s Focuso Affordable Care Act

• Incredible Time in Innovation History:

o Mobile Devices

o Data (Amount, Quality, Utilization)

o Use of Location

o Analytics

o Social Media

New York in a time of Public Sector Transformation

Initial Observations



7

The

New

Yorker (the citizen, not the

magazine)

What is True North?



8

Unlocking Value for New Yorkers

What Should Be the Focus?

What is it thatwe want to getdone?

Are we alignedto get it done? Are wepursuing it withintensity?

* Sayta Nadella, the new CEO of Microsoft



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Tell them, tell them and tell them

• Introduce employees to the strategy, the mission critical things they needto focus on and why what they do matters

• Tell them what you consider success and the behavior you expect

• Remind them what you told them

• Begin cycle again (town halls, emails, conference calls)

Ensure Managers Partner with Employees

• Commit and engage in an authentic way• Celebrate early successes as a team

• Build on each person’s capabilities to deliver for citizens but emphasize

team results

• Consistent Communications - formal and informal

How to Keep Intensity?



10

Management is harder than it looks…

Remember…



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Because of our “True North”

Transformation will help provide New Yorkers with better service as wellas create better outcomes, all at a lower cost to taxpayers:

o Citizen expectations of government service are changing (knowhow I want you to communicate with me)

o Treating data as a strategic asset

o Operating as a service organization to meet changing

expectations of agencies and citizenso Not about the collaboration between agencies, but the results

Why Does It Matter?



12

Gartner’s Predicts a Data Evolution

• 20% of organizations will separate their information and technologyorganizations by 2018

• Emphasis on information asset management and information assetvaluation

• Improve how information is inventoried

• Improve monitoring of flow and usage

• Quantifying benefits of information assets

A successful transformation will enable the State to capitalize on thesetrends

Transforming for the Future



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An emphasis on

For NY, we think this means:



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Speaks for Itself

• Employee engagement scores up consistently YOY

• Scores in “I Know Where PB is Heading” and “I Understand How I

Contribute to PB’s Success” are vastly improved

• Increased volume of employee social media on Yammer

• Meeting Wall Street’s expectations – 100% increase in stock price

Pitney Bowes Transformation

Emphasis• Client, Team, Win• Show how we can unlock value for our clients• Acknowledge transformation is long term• Communicate the strategy to employees often



15

Organizational Transformation

Kimberly Ellison-TaylorExecutive Director, HHS



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OutcomeMeasures

Client

s T r e n d

s

Policies

O u t r e a c hPropr ie tar y

CoordinatedServiceP r o v i d e r s Fraud & Error

C u s t o m

Service Delivery C a s e

L o a d s

obile

Legacy

Households

Point to Point

Interfaces

Risk

Change Mgmt

Self Service

C o n s o l i d a t i on

R e d e t e r m i n a t io n

Copyright © 2012, Oracle and/or its affiliates. All rightsreserved.

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What We Usually Hear

Transparency

Prevention

I n t e r n a l & E x t e r n a l

C o l l a b o r a t i o n

Sca lab i l i t

y Access360

Data

Qualit

y

S i l o s

Inflexible

Complex i t y

Reporting

A s s e s s m e n ts

M o d e r n i z a t i

o n



17

TEAM

The MostImportantIngredient



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Case Studies:

Organizational Transformation

•Oracle America

•Government



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Organizational Transformation: Lessons

LearnedRemember Who Makes Up the Team

• Veterans/Traditionalists

– 1922-1946

• Baby Boomers

– 1946-1964

• Generation X/Gen X‟ers – 1965-1980

• Millennials/Gen Y

– after 1980



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Generations at WorkArthur Maxwell, Inc. arthur-maxwell.com

Multigenerational Team Characteristics



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No Person Left Behind – Maximize Teamwork

• Leverage Team Attributes – Can do, Positive Self Image, Confident, Team Oriented, Comfortable with Technology

• Listen – Be willing to listen to new approaches and ideas.

• Don’t Judge – Accept the differences and resist actions and comments that start with, “Back in the day…

Focus on Outcomes (the What not the How)

• Flexibility – Quality of life and balance are most important

• Mentorship is Key – Collaborative Org Structure, a Clear Understanding of Expectations, & Routine Status

Meetings with a senior team member will provide focus and performance monitoring withoutmicromanagement

• Overcommunicate – Clearly share the promotion path and competencies expected.



Leading to Engagement

James Snack, CSP




Autonomy TEXT EXT

You can divide the U.S. workforce into3 categories:

Engaged (Loyal & Productive) = 30%

Not Engaged (Just Putting in Time) = 52%

Actively Disengaged (Unhappy &

Spreading Discontent) = 18%

Cost: $450 - $550 Billion

2013 Gallup State of the American Workplace Report



Autonomy TEXT EXT




The “Business Case”

Autonomy TEXT EXT

Engaged workforces produce aboveaverage:

– Customer loyalty (56% above average) – Employee retention (44%)

– Safety records (50%)

– Productivity (50%) – Profitability (33%)

Source: Gallup



Transformational Leadership

“The process through which leaders and followershelp each other to advance to a higher level ofmorality and motivation ."

“Transformational leaders “raise the level of humanconduct and ethical aspiration of both the leaderand led, and thus it has transforming effect on

both.”

(Burns, 1978)




Autonomy TEXT EXT

Transformational Leadership Behaviors

• Inspirational Motivation

• Intellectual Stimulation

• Individualized Consideration




Autonomy TEXT EXT




Autonomy TEXT EXT

“At Starbucks, as in any business, in any

life - there are so many hectic moments

during the day when we are simplytrying to do the job, trying to put out the

fires, trying to solve any number of small

problems, that we often lose sight ofwhat it is we're really here to do.”

Howard Schultz, CEO




Autonomy TEXT EXT

"While we are a coffee company at

heart, Starbucks provides much more

than the best cup of coffee - we offer acommunity gathering place where

people come together to connect and

discover new things."

Howard Schultz, CEO




Autonomy TEXT EXT

“Really make sure whatyou’re building is reflective of

what you want your life’swork to be.”

Justin Langseth, Founder & CEO Zoomdata




Autonomy TEXT EXT

Insp irat ional Mot ivat ion:

Talk about the mission

Talk about the past

Talk about the future




Autonomy TEXT EXT

In tellectu al Stimu lat ion :

Challenge people

Provide resources

Give people autonomy



Giving Employees Autonomy



Giving Employees Autonomy

The $5 Decision




Autonomy TEXT EXT

Indiv idual ized Cons iderat ion :

Be a coach & mentor

Provide opportunities for personal

and professional development

Really know the people you manage




Autonomy TEXT EXT






Autonomy TEXT EXT

Employees today are no longer loyal

to organizations as much as they

are loyal to people, especially

managers who treat them with

respect and consideration, and who

systematically seek to act in their

best interests.





Organizational Health: What it

Means, Why it Matters, and Where We are Going

41

CIO Academy Presentation

March 2014



Goals for today’s presentation

Explain the science and the evidencebehind Organizational Health

Share some of ITS’ experiences withOrganizational Health to date

Explain how we will make certain that

Organizational Health is embedded inthe fabric of what ITS does

42



What is Organizational Health?

4343

Performance:what an

organization

delivers

Health: how anorganizationgets better at

delivering

• Alignment

• Execution

• RenewalSource: Organization practice



What is Organizational Health?

4444

Organizations that work onperformance and health do better

than those that don’t

Performance:what an

organizationdelivers

Health: how anorganizationgets better at

delivering

Source: Organization practice

Organizational Health: management



Organizational Health: managementpractices that contribute to 9 outcomes


Leadership▪ Authoritative leadership▪ Consultative leadership

▪ Supportive leadership▪ Challenging leadership

Direction▪ Shared vision▪ Strategic clarity▪ Employee involvement

Culture and climate▪ Open and trusting▪ Internally competitive▪ Operationally disciplined▪ Creative & entrepreneurial

Accountability

▪ Role clarity▪ Performance contracts▪ Consequence management▪ Personal ownership

Coordination and control▪ People performance review▪ Operational management▪ Financial management▪ Professional standards

▪ Risk management

Capability▪ Talent acquisition▪ Talent development▪ Process based capabilities▪ Outsourced expertise

Motivation▪ Meaningful values

▪ Inspirational leaders▪ Career opportunities▪ Financial incentives▪ Rewards and recognition

External orientation▪ Customer focus▪ Competitive insights▪ Business partnerships

▪ Government andcommunity relations

Innovation and learning▪ Top-down innovation▪ Bottom-up innovation▪ Knowledge sharing▪ Capturing external ideas

Management practicesPractices: What you do

Bold = ITS near term focus

Science behind Organizational



Science behind Organizational

Health

4646

• Over 10 years of research

• 1000 organizationssurveyed

• Over 1,000,000employees participated

Source: FS Focus, May 2013, Colin Price and Alice Breeden

P i h l h d f l d Successful1



Pursuing health and performance leads to more

successful transformations

Transformation focused on… Transformation focused on…

46

49

73

54

51

Both near-term impact on

performance and the

organization’s longer-

term health

Strengthening the

company’s 'health’

for the longer term

Generating near-term

impact on performance27

Public sector (n=974)Percent

Private sector (n=4,572)Percent

27

39

42

73

61

58

Both near-term impact on

performance and the

organization’s longer-

term health

Strengthening the

company’s 'health’

for the longer term

Generating near-term

impact on performance

Unsuccessful

Successful1

1 Successful includes respondent choices of extremely or very successful2 Unsuccessful includes respondent choices of not at all or somewhat successful

Source: Transformational Change Surveys - public sector (2012), private sector (2006, 2008, 2010)



Bank 1Profit perbanker

Health drives performance

35%

65%

34%

51%

19%

43%

15%

25%

8%

19%

Performance heavyapproaches

Balanced performanceand health approaches

Based on company data in longitudinal studies (2 years) of control groups vs. experimentalgroups controlling for distortions of trial

Coal mineIncrease in

tonnage

Bank 2Retail bankercross-sell ratio

RetailerSales-to-labor ratio

TelcoChurn reduction


What we’ve done so far and what



What we ve done so far, and what

we’ve learned

4949

What we’ve

done

• Mission, Vision,Values

• Role clarity

• Employeerecognition(Spring 2014)

What we’ve

learned

• Focus is critical

• Change takestime

• Hard work paysoff



Making Organizational Health stick

5050

• Measure, measure, measure

• Sharing the load- Organizational

Health is a responsibility for all of us

• Building our capabilities- trainingand knowledge sharing



5151

QUESTIONS?

Documents

Session: Organizational Health Communication Cadence Strategies