Building People Creating a Culture of Collaboration

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Allen Poole
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1 Building People Creating a Culture of Collaboration Bob Howell & John Gill, SSOE Group October 5 th, 2016

2 Introductions SSOE Group is a global project delivery firm specializing in architecture, engineering, and construction. Bob Howell President & CEO John Gill Director of VDC 2

3 Adaptability to Change

4 Culture Eats Strategy for Breakfast 4

5 Corporate Culture & Performance John Kotter and James Heskett, study over a 10 year period CULTURE INTENTIONALLY MANAGED WELL NOT MANAGED WELL REVENUE +682% +166% STOCK PRICE +901% +74% NET INCOME +756% +1% JOB GROWTH +282% +36% PRODUCTIVITY QUALITY Engaged employees have 18% higher productivity. Engaged employees have 60% higher quality work. 5

6 Corporate Culture & Performance SSOE s results in less than 2 years CULTURE INTENTIONALLY MANAGED REVENUE +/- 19.3% STOCK PRICE +/- 22% NET INCOME +/- 123% JOB GROWTH +/- 7.3% 6

7 Corporate-Wide Culture Initiative Timeline Oct Dec. 14 Mar. 15 Aug. 15 Oct. 15 Nov. 15 Nov. 16 Dec. 16 Mar. 17 Apr. 17 Jun. 17 Employee Engagement Survey Hired 3 rd Party Culture Consultant MT Culture Survey Employee Culture Survey Collaboration Client Intimacy Results Focus 7

8 Corporate-Wide Culture Initiative Timeline Oct Dec. 14 Mar. 15 Aug. 15 Oct. 15 Nov. 15 Nov. 16 Dec. 16 Mar. 17 Apr. 17 Jun. 17 Employee Engagement Survey Hired 3 rd Party Culture Consultant MT Culture Survey Employee Culture Survey Management team benchmarked what / where the current culture was, then employees were surveyed to validate current culture (it was aligned). Collaboration Client Intimacy Results Focus 8

9 Corporate-Wide Culture Initiative Timeline Oct Dec. 14 Mar. 15 Aug. 15 Oct. 15 Nov. 15 Nov. 16 Dec. 16 Mar. 17 Apr. 17 Jun. 17 Employee Engagement Survey Hired 3 rd Party Culture Consultant MT Culture Survey Employee Culture Survey Collaboration Client Intimacy Results Focus Looked at highest priorities that had gaps and identified 4 areas of focus. Embarked upon a company-wide roll out with a phased approach that builds upon itself. 9

10 Exercises / Readings MT + Staff Specific tactics to improve behaviors. Each phase had an educational, discussion, and follow-up component: Pre-readings (context, 5 Dysfunctions of a Team) All Hands on Deck meetings format emphasized collaboration, importance, and created momentum Majority of time spent in small group discussion to evaluate in the 5 areas Personal (and team) commitments Regular follow-up communications 10

11 Pre-Readings The Five Dysfunctions of a Team by Patrick Lencioni 11

12 MT Assessment Results December 2014 October = Never to 5 = Always HIGH (3.75 AND ABOVE) MEDIUM (3.25 TO 3.74) LOW (LESS THAN 3.25) 12

Employee Assessment Results October 2015 (MEDIUM) 3.72 1 = Never to 5 = Always HIGH (3.75 AND ABOVE) MEDIUM (3.25 TO 3.74) LOW (LESS THAN 3.25) (MEDIUM) 3.32 (MEDIUM) 3.

13 Employee Assessment Results October 2015 (MEDIUM) = Never to 5 = Always HIGH (3.75 AND ABOVE) MEDIUM (3.25 TO 3.74) LOW (LESS THAN 3.25) (MEDIUM) 3.32 (MEDIUM) Employee Survey participation across all SSOE U.S. operations and office locations 91.7% participation in a non-anonymous survey (MEDIUM) 3.45 (MEDIUM) % 13

14 How Do You Transfer to Project Teams?

15 Project Teams Sutter Health s 5 Big Ideas for Lean Project Delivery collaboration is key ( collaborate really collaborate ). Setting the framework for collaboration: Lean provides an ecosystem for applying a collaborative culture to further project objectives Use pre-tools and resources available 15

16 Project Teams - Collaboration Leadership proactively steers the project; management using financial numbers is backward-looking. Have to be able to have honest, frank discussions about performance when lacking. Be prepared to coach individuals throughout the project when you notice the 5 dysfunctions of a team cropping up. 16

17 5 Dysfunctions of a Team Sutter Health s 5 Big Ideas for Lean Project Delivery projects are networks of commitments If the team isn t keeping commitments then you have to start at the bottom and work your way back up. Same methods used as in the company (i.e. exercises). Build it up starting with trust. 17

18 Build Trust The Speed of Trust by Stephen Covey offers good guidance for building and maintaining trust. Starts with demonstrating respect for all parties on the team and project. Assumptions vs. reality often serious lack of trust at project level. 18

19 Examples Internally, our project teams are going through this process and have seen significant improvements. Typically the process is most effective if it s set forth as a foundation as the project begins as a precedent for project kick-offs. Positive client reactions Build better trust, commitment between partners issues are brought to the table earlier in the process Consistent schedule performance without sacrificing quality 19

in an environment with others / promote collaboration.

20 Ultimately We are building a culture within our organization that we hope each individual can carry to their project teams so they can lead and be successful in an environment with others / promote collaboration. Measuring the same 5 Behaviors of a Team in annual 3 rd party Client Satisfaction Survey RESULT S 20

21 3-4 Key Takeaways What do you need in order to implement? Take a look at what your strategies are and where you want to go before you dive in could be different for every company and/or team o Assess culture alignment with your strategies o Important for lean / integrated project delivery Intentional plan Book exercises 21

MANAGING FORWARD: Analytics for Today s Multi-Channel, Multi- Device Consumer. Larry Freed President &

MANAGING FORWARD: Analytics for Today s Multi-Channel, Multi- Device Consumer Larry Freed President & CEO @larryfreed larry.freed@foresee.com Managing Forward Using analytics to manage your business forward