The Way Forward. A People First Approach to Cultural and Organisational Change. Steve Nagle. Click to edit Master title style

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1 The Way Forward A People First Approach to Cultural and Organisational Change Steve Nagle

2 Our Achievements to Date Strong, cooperative culture Genuine focus on continuous improvement through collaborative effort Levels of well-being and job satisfaction increased Lowest to Highest across the Organisation Culture Survey outcome Streamlined processes Innovative projects piloted lean thinking Bottom-line ($) significantly improved

3 Compared with April Improvements required arising from Ombudsman s report included: * contract management * debt management and recovery * correspondence * communications and workplace * cultural change

4 Our last chance We had to generate and sustain enthusiasm and courage for change Come to the edge. We might fall. Come to the edge. It's too high! COME TO THE EDGE! And they came, and he pushed, and they flew. Christopher Logue

5 How did we do it?

6 People first, Process & Projects We made the way forward meaningful to all - the case for change was clear We had a clear vision, commitment, effective processes and lots of communication We had a strong team and lots of support from our leadership We rebuilt our house and our workplace community

7 Old House

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9 PEOPLE MATTER

10 We actively encouraged and practically supported these traits in our people Passion feeling excited and challenged by new possibilities; relishing new experiences, having intensity and determination Resourcefulness making the most of any situation and using resources at hand to create plans Optimism having a positive view of the future Adventurousness wanting to take risks and pursue the unknown Adaptability Being able to shift expectations in the face of new realities and rebound to adversity quickly Confidence believing in one s own ability to handle a difficult situation Tolerance for ambiguity being able to live with uncertainty and ambiguity Source: Robert Kriegel and David Brandt, Sacred Cows Make The Best Burgers; Developing Change- Ready People and Organisations (New York: Warner Books, 1996), pp

11 People are more likely to support change when: They understand it They have a valued part to play Their fears and concerns are addressed honestly Leaders make the tough decisions to remove/unblock obstacles Effort and constructive behaviour is recognised When the heart factor is addressed and developed (Goleman: Emotional Intelligence 1995)

12 Leaders Require Emotional Intelligence Irrational fear rumour, inaccurate information Reaction resistance, opposition Excitement ideas, proposals (can be chaos) We engaged support team members to assist our leaders with this task

13 Practical Tools We Used Engaged a coalition of like-minds and values; and the right skill sets Made sure the vision was clear to everybody Secured commitment and support from senior leadership Developed a Master Plan (Enforcement Strategy people; processes; and projects) Focused on relationship building and the behaviours needed and required

14 Practical tools we used: Way Forward dialogue and continuous improvement groups Reward and Recognition program Learning and development program Developed new processes Supported projects that generated enthusiasm and a sense of community across the business (heart-starters!) Learned from our industry peers & others

15 In Summary Many of the team will present throughout the workshop We re at the stabilise end of the journey Our workplace community is well-placed to support each other and the organisation in the next phase for the business GROW and LOOK FOR OPPORTUNITIES!