Putting the Individual at the Center of Change

1. Putting the Individual at the Center of Change October 2010

2. Drama Slide

3. Getting the basics right

4. Leaning into transformation • People • Understand the differences in approaches to change • Build capability, relationships and sponsorship • Work in the real work - build engaged ownership through Action Learning • Learning • Forum, Fieldwork, Feedback • Coaching “in the moment”- demonstrating courage, challenge and stretch • OD + OE + project management + business + consulting • Discipline • Standard tools and methods • “Go and see” to understand • Go after the “good enough” solution • Mindsets (Attitudes/Behaviours) • Understand ways of change • Recognise that change starts with self • Instil a desire for continuous improvement

5. How we think as leadersinfluences our choice of change approach Instructions Frameworks “I trust my people to solve things with us...” “I can manage change...” Standard Directive Masterful Straightforward Complex Self-Assembly Emergent “I can only create the conditions for change to happen...” “Launch enough and something will stick...” Differentiated Toolkits A few hard rules Transcend Partners

6. Discussion How would you REALLY get an organisation to focus on “changing the individual” to “change the system”?

7. A few different interventions • Using an Idea Engine on key topics, e.g. • Consistency between leaders’ words and actions • Why does this area score low? • What can we do to improve? • Giving the top 200 a relevant reading assignment • Embedding Energy for Performance (E4P) Connecting the dots across sources of data

8. Intervention #1 The Iceberg Exercise

9. The tip of the iceberg is what we typically seeand all we attempt to address Ask? Events • Visible performance and problems: what we see and attempt to address What just happened? Has this happened before? Repeating patterns What underlying circumstances created this pattern? • Underlying issues and root-causes • What we don’t see, and usually don’t attempt to address Systems and structures What is it about our way of thinking that produces these patterns? Values, beliefs and assumptions If we engage in the wrong type of problem solving we limit ourselves by only identifying ‘things out there’ as fixes and not the underlying causes at the heart of the problem

10. Teaching Smart People How to LearnChris Argyris (HBR 1991) • Most people define learning too narrowly as mere “problem solving” • Most people look too much to the external environment for clues • They excel at ‘single loop learning’ • They never learn how to learn from failure - their ability to learn shuts down at precisely the moment they need it most • Building commitment to learning is not just a matter of motivation (creating a ‘happy’ organisation) • ‘Double loop’ learning is a reflection of both how people feel and how they think -like a kind of “master programme” • There is a difference between ‘espoused’ and ‘in use’ behaviour - it creates a difference between what is said and what is done • Step I: examine and change our ‘theories in use’ at the top “If learning is to persist, managers and employees must also look inward. They need to reflect critically on their own behaviour, identify ways they inadvertently contribute to the organisation’s problems, and then change how they act.”

11. Giving “The Answer”Talking about lack of consistency between leaders’ words and actions Idea Engine Repeating Patterns (Perceptions) Systems and Structures (Ideas) Beliefs and Assumptions (Offered) • Leaders can’t handle the difficult conversations • Demonstrating vulnerability is damaging • We haven’t thought things through • We tolerate poor managers • Being liked (and nice) is more consistent with our culture than being tough and transparent • Managers don’t think their employees can handle bad news • Consistency doesn’t really matter • Feelings aren’t valid data • There is lack of transparency • Information is withheld • Managers don’t have the confidence/competence • It’s not clear who is making the decisions • Employees are trusted with tough messages • Leaders aren’t listening • Information is shared inconsistently • Communications are ineffective • Communication is superseded by more urgent matters • Communications cascades aren’t working • Intranet communications are mainly positive; employees want balance • Managers lack confidence to communicate in good times and bad • Reward and recognition systems are not aligned • We are not investing enough resources to develop the needed skills • People fear retaliation for speaking up • Ineffective leaders are left in role and not held accountable

12. Intervention #2 Energy for Performance (E4P)

13. Core E4P principles BIO 2010 LEADER FORUM • Focusing on all four dimensions • Spiritual, mental, emotional and physical • Balancing expenditure and recovery • Too much stress with too little recovery OR too much recovery with too little stress both compromise performance • Growth follows stress - to build more capacity (“muscle”) push beyond normal limits • Implementing positive daily rituals • Create habits

14. Trusting intuition - what’s good for the individual is healthy for the business Energy for Performance participants score significantly higher on 360 items that drive empowerment

15. E4P graduates excel in key behavioural areas • Repeating Patterns/Systems and Structures • Graduates provide: • Higher quality feedback to aid in other’s development • Better developmental support as coach, teacher and mentor • A stronger team climate in which others are keen to take on extra responsibility to learn and grow • More encouragement to listen and fully understand the ideas and feelings of others • Values, Beliefs and Assumptions • I want to evolve from “being the best I can be” to “being the best we can be” • I have a clear personal mission that aligns with the organisational mission • I can allow myself to fully engaged Events Repeating patterns Systems and structures Values, beliefs and assumptions E4P is getting below the surface to create real behavioural change

16. Discussion What are the observations you’d make in your own organisation?