Changing Your Workplace Culture

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Solomon Dorsey
6 years ago
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1 Changing Your Workplace Culture Colin Maiorano (317)

2 The Corporate Culture Change Model Strategy Measure the critical few Behaviors more than outcomes Make it a game Align the people Mechanisms Rewards Rules Redesign the environment Create your own finish line People Find the bright spots Increase ownership Address negativity Individuals 1 st, Message Paint a picture Quantify Reinforce the message Seeing isn t believing, experiencing is Implementation Small solutions Incremental, early and often Lower the bar Build skills

3 What do we want to Preserve? What do we need to accept?

4 What do we need to stop doing and start doing? From Dimension To Inconsistent coordination of care Process Consistent standard of excellence Not always respectful Pockets of excellence Bureaucratic, cumbersome Dirty appearance, dated facilities Resistance to change, lack of performance expectations Inaccurate data entry, incompatible systems Customer Experience Services Access Environment Culture Tools Patient and physician friendly Market leader in chosen service lines Easy, efficient and timely access to care Safe, clean and efficient Collaborative and customer focused Appropriate, timely and accurate information

5 What do we need to stop doing and start doing? From Dimension To

6 Measure the Critical Few When women returned home with water, they filtered it into a second pot using their skirts They spoke up to the community when they knew someone was infected They quarantined infected people until the parasite left their body

7 Focus on the behavior you want to change My goal isn t to hit 70 home runs. My goal is to swing the bat perfectly. Barry Bonds

8 Doctoral Thesis 180 pages Make it a game If you write 2 pages per day, you can finish in 90 days

9 Align the People Prevent defective products from being shipped Ship products out the door

10 What are the critical few things we need to measure? What behaviors do we need to focus on? How can we make it a game? Where might we be sending mixed messages? How can we send a congruent message?

11 Paint a Picture By the end of the year you will be 3 rd graders

12 Quantify the cost or benefit What is the financial cost of smoking a pack of cigarettes per day? $4.50 x 365 = $1, Cost in 5 years = $8,212.50

13 Reinforce the Message Remember each guests name and use it often Tidy up anything that looks out of order Smile at every guest and make each one feel special

14 All of these shows mentioned the phrase Designated Driver Within two years 90% of people surveyed knew what one was or had used one.

Communicate Values Share with Team Capture

just wanted to educate me to make the best

He shared about the pros and cons of each

Not only did he help me to make the best

me with prolonging the mower's life, when

15 Communicate Values Share with Team Capture Examples I worked with Richard who was very knowledgeable. I learned so much in the short conversation I had with him. The guy is sincere, honest, and really just wanted to help me. He wasn t trying to sell me anything- he just wanted to educate me to make the best buying decision. He shared about the pros and cons of each option I had. Not only did he help me to make the best choice for a lawn mower but he also helped me with prolonging the mower's life, when to change the oil, and little tips and techniques to keep my yard looking good. Not only will I recommend Home Depot to others but I will tell them to ask for Richard when they go there.

16 Should you announce the values? How true is the following statement? The leadership is living the values. They walk the talk. 1 Strongly Disagree 2 Disagree 3 Somewhat Disagree 4 Neither Agree Nor Disagree 5 Somewhat Agree 6 Agree 7 Strongly Agree

17 Seeing Isn t Believing, Experiencing Is

18 What is our default future if nothing changes? What is possible if we do change? How can we quantify our message? How can we reinforce our message? How can we have our employees experience our message?

19 Big Challenges Need Small Solutions

20 Win Small, Win Early, Win Often Change Management Implementation Plan Visible Progress Quick Win Quick Win Quick Win Quick Win Quick Win Long Term Win Time

21 If you had to pick just one, what would you pick? Stop smoking Start exercising Eat healthier Get out of debt

22 Lower the bar

23 Brasilata Employees are called inventors New hires sign innovation contracts Extensive training on innovation and problem solving Measured on ideas submitted and implemented In 2008, employees submitted 134,846 ideas (an average of per inventor) Source: Switch by Chip and Dan Heath, page Raw Ideas 100 Exploratory Projects 50 Projects Evaluated 20 Well Develope d Projects 12 Projects Initiated 1-2 Game Changers

24 What is the small solution? How can we gain some momentum with quick wins? How can we lower the bar? What skills do we need to build? 24

25 The Bucket Bonus Plan 2

26 Situation: New CEO for a Brazilian Railroad 50% of the bridges needed repair 20% were on the verge of collapse He had $30 million BR Reals in the bank and it costs $5 million to repair a single bridge. A current estimate to fix everything would cost hundreds of millions

27 Rules for Implementation 1. ROI- Money will be invested only in projects that drive more revenue in the short term 2. Minimize upfront cash- The best solution to any problem costs the least up front- even if it costs more money in the long term and even if it is lower quality 3. Faster is better than best- Options that can fix a problem quickly are preferred to slower options that may provide superior long term fixes 4. Use what you have- Reusing and recycling existing materials is better than acquiring new materials

28 Redesign the environment Collaboration at Bell Labs increased 300% when scientists worked less than 30 feet apart

29 Smaller Plates = Less Food

30 76% WHAT HAPPENS ON A GREAT WORKDAY? Best Days Worst Days 53% 43% 43% 25% 25% 12% 19% 15% 4% PROGRESS INSTRUMENTAL SUPPORT INTERPERSONAL SUPPORT COLLABORATION IMPORTANT WORK

31 What rewards can we provide and how to we make it contigent to performance? What rules can simplify the complexity of implementing the change you want? How can we design the environment to help people succeed? What is our finish line?

32 Find the bright spots Improving Health in Vietnam A small percentage were staying healthy 4 meals per day instead of 2 (same amount of food but spreading it across the whole day) More protein and vegetables (Shrimp, crab, potato greens, etc.) More engagement by parents

33 Increase ownership

34 Manufacturing plant in Ohio Flexibility in work schedule Design their own uniform Everything else stayed the same Within 60 days, productivity increased by 20% From The Power of Habit, page 151

35 Address Negativity One of our values is to treat one another with respect, Helen, and I know you hold this belief. But that was not the experience I have in this morning s meeting when you spoke to Jim about the idea he presented. Here s what I would like to see next time.

36 Individuals First, Customers Second If employees are treated well, they ll treat the customers well. If the customers are treated well, the shareholders will be happy. It always starts with the employees, not the customers. Herb Kelleher, CEO of Southwest airlines

37 Where are the bright spots? How can we increase ownership? Are our employees first or second behind customers? What negativity do we need to address?

38 The more best practices you use, the higher the success rate.

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