The Building Blocks of HPO

1. The Building Blocks of HPO Atlanta Regional Commission Norcross, GA November 16, 2010

2. Who are These People? Wayne Davis Assistant City Manager Cheryl Hilvert City Manager Paul Wright Fire Chief

3. Where are They From?

4. Is Your Organization Like Ours Was?

5. You Really are Like Us! What is HPO? What do I do now? $*&#!

7. What is High Performance? The simultaneous delivery of High productand servicequality Outstanding customer value HPO Soundfinancialperformance Source: Commonwealth Center for High Performance Organizations, Inc.

8. Three Simple Building Blocks for Achieving HPO in Your Organization Recognize that Work has Changed Over Time Develop the Culture of Your Organization Build Organizational Capacity Through the “Parallel Organization”

9. Step One Recognize that Work has Changed Over Time Photo from Daniel Pink’s A Whole New Mind

10. The Evolution of the “Nature of Work” Before 1800 Subsistence Farming CRAFTS PHASE Work is holistic Owner/Executives L • 1900 • INDUSTRIAL PHASE • Division of labor • Vertical • Horizontal Managers M M M Foreman Labor T T T T T T Leadership Team 2000+ NETWORKED TALENT MODEL Management Team Task Team Source: Commonwealth Center for High Performance Organizations, Inc.

11. “Work” is Holistic in the Networked Talent Model ManagementSkills, Abilities, and Behaviors - Causal Modeling/Systems Analysis - Performance Planning - Project Management and Execution - People Development - Plan Implementation, - Monitoring, and Adjustment - Outcome/Results Variance Analysis - Open Communication Leadership Skills, Abilities, & BehaviorsStrategic Customer Value Analysis - Vision/Values to Strategy/Structure/ Systems - Suprasystems Integration/ Stewardship - Learning/Thinking/Changing/ Renewing - Enabling/Empowering/Energizing Task/Technical Skills, Abilities, and Behaviors Continuously broaden and deepen task/technical abilities Team Skills Abilities, and Behaviors Source: Commonwealth Center for High Performance Organizations, Inc.

12. Montgomery’s Plan for Retooling Its Employees

13. Outcomes • Clear employee expectations • Definition of acceptable and unacceptable behaviors • Thanks! • Motivation! • Good match vs. good technical skills

14. Lessons Learned • HR systems in sync with HPO • Some will resist...a few will leave (that’s okay!) • Involve them • Education and training

16. Step Two Develop the Culture of Your Organization

17. Vision/Values to Strategy/Structure/Systems (moving from vision to performance and values to work culture) VISION VALUES PM PM(Outcomes) End Values/Higher Moral Purpose/Desired Future State { Means Values • DO WE HAVE THE RIGHT __________ ? • Customers • Key Products & • Services • Business Strategy • Org. Structure • Work Processes • Support Processes • Equipment, Facilities, • Technology, • Information, etc. • PEOPLE • Right competencies • Development process • Feedback/Coaching • (360o) • Resolution Process • (Performance • Appraisal) Leadership Philosophy Individual Behavioral Values Operating Systems Values • Strategic Thinking: • Mission/Niche • Theory of the Business • (strategy/structure/systems) • Prepare Business Case Behaviors - ~~~ ~~~ ~~~ + ~~~ ~~~ ~~~ PM • Strategic Planning: • Set Direction • Capacity Building • Prepare Business Plan PM(Strategic Goals and Objectives) Feedback / Coaching (360o) Resolution Process (Discipline System) • Tactical/Operational Plan • Action Plan • Resources Plan PM(Input/Thro- ughput/Output) PM WORK CULTURE Monitoring & Corrective Action PM = Performance Measures PERFORMANCE Source: Commonwealth Center for High Performance Organizations, Inc.

18. Montgomery Vision Spiral Strategic Thinking Environmental Scan Citizen Survey and Feedback Focus Groups Council and Staff Retreat Organizational Mission & Vision PM Strategic Planning PM City Strategic Plan Tactical &Operational Plans PM Performance Performance Measures Departmental Operational Plans Employee Goals Employee Feedback

19. Montgomery Values Spiral Leadership Philosophy Individual Behavioral Values Operating Systems Values Organizational Values Leadership Work Culture PM Behaviors PM Employee/Manager Expectations Feedback PM Work Culture Employee Development Performance Appraisals 3600 Appraisals Coaching

20. Montgomery Values Spiral Montgomery Vision Spiral Leadership Philosophy Individual Behavioral Values Operating Systems Values Strategic Thinking P M P M Strategic Planning P M P M Behaviors Tactical &Operational Plans P M P M Feedback High Performance

21. Outcomes Moving in the same direction Defined values Better decisions Engaged work environment Builds organizational capacity

22. Lessons Learned • Performance Measures • Communications/Training/Education • Culture needs to prevail in teams department, and the individual

24. Step Three Build Organizational Capacity Through the “Parallel Organization”

25. The Parallel Organization The Traditional Hierarchy The Parallel Organization Source: Commonwealth Center for High Performance Organizations, Inc. and The Ends of the Earth Learning Group

26. Guidelines for Operating in the Team-Based Environment • Normal rules are suspended. solutions possible • Reaching the best solutions for the whole • Vision for the future • Everyone gets a promotion • A regenerative culture is critical. • Trust, respect, courtesy and dignity • Tools, resources, latitude to propose suggestions/changes. • Test assumptions, concerns, and inferences • These guidelines are everyone’s responsibility Source: Commonwealth Center for High Performance Organizations, Inc. and The Ends of the Earth Learning Group

27. Montgomery’s Plan for Building Capacity through the Parallel Organization Team Charters Training Clear Goals

28. Cross Departmental Team Examples • Health Insurance Benefits Committee • Employee Wellness Committee • Efficiencies and Effectiveness Team • Masters of Disasters • LEAN Process Improvement Team • Space Cadets

29. Outcomes • Health Insurance Team Annual Percentage Increase in Health Care Premiums For Public Sector Employers $50,000 Savings

30. Departmental/Work Unit Team Examples • Public Works, Fire and Police Departments • Equipment Replacement Team • Public Works Department • Snow Removal Team • Special Event Planning and Logistics Team • Police Department • Inkless Fingerprint Team • Radio Communications Team • Administration/Finance • Policy and Process Review Teams • Customer Service Team

31. Outcomes $40,000 Saved

32. Naturally Occurring Groups/ NOGs Examples Columbia Oldsmobile Accident Area Car Carrier Unloading Group Project Plan Review Kitchen Decontamination Group Employee Walking/Exercise Groups

33. Outcomes $90,000 savings Lives and property saved!

35. Costs • $3,000 per Employee for LEAD/SEI • $5,000 Annually for HPO Tune-Up • Internal/External Training

36. Savings Realized • Work within Parallel Organization • HR Tools • Mission, Vision, Values and Leadership Philosophy • Environmental Scan

37. The Costs of Not Doing This !

38. Suggestions Develop Leadership Philosophy—whatever it is! Leaders throughout the organization – at all levels! Use the Networked Talent Model HR systems support culture

39. Suggestions • Continuous education and training • Focus on work within the departments/work units too • Team charters and behavioral expectations • Teams will function differently • Culture needs to prevail

40. Suggestions • Take risks, but require accountability • Behead the “culture of nice” • Managers still need to manage!!!! • Have Fun!!