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This material is proprietary to R S Tipton, Incorporated and shall not be used, reproduced, copied, disclosed, transmitted, in whole or in part, without explicit consent.
© 2015 • All rights reserved
CHANGE IS HARD!(Until It Isn’t…)
http://www.FunSubstance.com
Presented By:
Robert S. Tipton@RobertSTipton
Greater Cincinnati
IT Symposium
November 17, 2015
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Organizational Health will
one day surpass all other
disciplines in business as
the greatest opportunity for
improvement and
competitive advantage.
Patrick Lencioni (The Advantage, Why Organizational Health Trumps Everything Else in Business)
“
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Organizational Health
is Not a By-product,
It’s an Intention.
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The New Math…
Improving
Organizational Health
= Better Performance
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The Eight Great Barriers to Progress
Clear symptoms of unhealthy organizations
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The Eight Great Barriers to Progress
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The Eight Great Barriers to Progress
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What About
Using Change
Management?
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“Traditional change management has been around for decades, butis the same old approach really enough to make a difference?”
“More than 70 percent of major change efforts typically fail.”
Bain and Companywww.Bain.com/consulting-services/results-delivery
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1. 65% required significant behavioral change on behalf of employees
2. 63% faced major gaps in communication between the change leaders and those most directly affected by the change
Bain and Companywww.Bain.com/consulting-services/results-delivery
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What Do You Think? Which Works Best?
Should We Manage Performance to
Change Behavior?
Or Is It the Reverse?
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Three Simple Steps to
Immediately Improve
Organizational Health
Simple Doesn’t Imply Easy, However…
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Improving Organizational Health
1. Belonging is anAttitude, Not
An Event.
“I am trustworthy. I am trusted.”
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Belonging is an Attitude, Not an Event
“When employees work from strengths, nothing motivates them to achieve more—not money, not love, not vacations, not good benefits, not company volleyball games, not motivational speakers.”Jim Clifton, CEO Gallup
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Belonging is an Attitude, Not an Event
"Who's influenced you the most in
your life?""My principal, Ms.
Lopez.""How has she influenced
you?""When we get in trouble, she
doesn't suspend us. She calls us to
her office and explains to us how
society was built down around us.
And she tells us that each time
somebody fails out of school, a
new jail cell gets built. And one
time she made every student stand
up, one at a time, and she told each
one of us that we matter.”
- Vidal Chastanet,Mott Hall Bridges Academy
- Photo by Brandon Stanton,Humans of New York
http://www.humansofnewyork.com
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Belonging is an Attitude, Not an Event
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Belonging is an Attitude, Not an Event
“Nice work. Well done. Mazel tov. You’ve made it to Google Labs and we’re glad you’re here. One thing we learned while building Google is that it’s easier to find what you’re looking for if it comes looking for you. What we’re looking for are the best engineers in the world. And here you are.”
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What Are TwoThings You Could Do, Today, to Drive Up a Sense of Belonging?
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Improving Organizational Health
2. Focus onWhat’s Right;
Not Who’s Right.
“I trust the situation in which I find myself.”
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Focus on What’s Right, Not Who’s Right
“Level five leaders channel
their ego needs away from
themselves and into the larger
goal of building a great
company through a blend of
humility and professional will.
Their ambition is first and
foremost for the institution,
not themselves.”- Jim Collins
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Focus on What’s Right, Not Who’s Right
Is Your “Blinker” On?
Before
After
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Focus on What’s Right, Not Who’s Right
“You're looking for players whose name on the front of the sweater is more important than the one on the back. I look for these players to play hard, to play smart and to represent their country.”
- Herb Brooks, Coach, Team USA1980 Olympic Men’s Hockey Team
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What Do YouNeed to See for
You to Choose toMerge Lanes?
Interaction Two
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Improving Organizational Health
3. Address Issues Proactively,
Courageously and Accountably.
“We trust each other – as a team working together.”
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Most leaders and managers subscribe to a theory of change that is a variation of a “plan-
execute” model.
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This model has repeatedly been a recipe for failure and disappointment, and the cost of failed change in terms of
money, morale and lost opportunity is staggering.
John Kotter, PhD (Harvard School of Business)
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If Plan-Execute, Alone, Is a Recipe
For Failure,What’s Missing?
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BuyIn
It’s NOT this… If you’re looking for buy-in, you’re already too late!
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Two Things…
1. Great Strategy2. Aligned, Fierce
Agreement with It
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Proactive, Courageous and Accountable
GM 2014 Ignition Switch Recall
“When the vehicle shuts down, it gives no warning, it just does it.”“Engine stops while driving — cannot steer nor brake so
controlling the car to a safe stop is very dangerous.”
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Proactive, Courageous and Accountable
Mary Barra, CEO GMJune 5, 2014
“Also, if we think that cleaning up this problem and making a few process changes will be enough, we are badly mistaken.”
“Our job is not just to fix the problem. Our job must be to set a new industry standard for safety, quality, and excellence.”
"Together, we have to understand that the attitudes and practices that allowed this failure to occur will not be tolerated.”
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Proactive, Courageous and Accountable
“GM spent $2.9 billion on recalls and loaner cars in 2014, after calling back 36 million vehicles for repairs worldwide.”
“The surge is the result of new standards at GM. The automaker says it's issuing recalls more quickly when reports of problems emerge.”
“And it's also looking back at problems reported in the past that didn't prompt a recall to see whether one would be warranted under these new standards.”
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Proactive, Courageous and Accountable
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Again…
Organizational Health
Isn’t a By-Product, It’s
an Intention…
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1. Why do we exist?
2. How are we supposed to behave?
3. How do we define success?
4. What are our critical “to-dos?”
5. What’s our top priority – right
now?
6. Who’s really responsible for what?
How Healthy Is Your Organization?
Can ALL of your employees answer ALL of these questions?
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Toolkit: JUMP! – Get Unstuck
Leveraging the Innovation /
Creativity Process to Improve
Organizational Health and
Performance
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1. Disruptive Strategies
2. Cultural Interventions
Organizational Health and Performance SolutionsTraining / Workshops / Consulting Engagements / Coaching
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A Final Thought…
Healthy organizations
are higher performing
organizations. It’s pretty
simple, really.
Yours can be too.
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Thank YouWEB: www.RSTipton.com
EMAIL: [email protected]
TWITTER: @RobertSTipton
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