Engaging Executives to Lead Culture Transformation at Bonneville Power Administration

Transcription

1 Engaging Executives to Lead Culture Transformation at Bonneville Power Administration March 7-9, 2018 San Francisco, CA Customer + Corporate Symposium Brad Bea (Chief Safety Officer, Bonneville Power Administration) Gina Napoli (Consultant, PeopleFirm, LLC)

2 Welcome Introductions» Your name» Your company» Your role» A childhood success 2

3 Intersection of Operational Excellence and Change Management A Great Solution Poorly Implemented Won t Produce Sustained Results 3

4 Change Gone Wrong There is no improvement unless people change their behavior 4 EXCHANGING EXPERTISE SINCE 1893

5 Why listen to us? 5

6 Top Contributors to Success 1. Active and visible executive sponsorship. 2. Dedicated change management resources. 3. Structured change management approach. 4. Employee engagement and participation. 5. Frequent and open communication. 6. Integration and engagement with project management. 7. Engagement with middle managers. Reference: Best Practices in Change Management. Prosci,

7 Better Sponsorship = Better Results» Percentage of projects that met or exceeded objectives based on sponsor effectiveness. 29% 42% 54% 72% Very Ineffective sponsors Ineffective sponsors Moderately Effective sponsors Extremely Effective sponsors Reference: Best Practices in Change Management. Prosci,

8 Effective Executive Sponsorship SAY ACT RECOGNIZE 8

9 Common Bumps in the Road Seeing everything as needing a tactical technical fix Not all leaders onboard Leaders abdicating responsibility Failing to stay visibly engaged and focused 9

10 How Did We Do It?? 10

11 Lesson 1: Get Heard 11

12 Are they prepared to follow? Old School Everybody s doing it video clip 12 EXCHANGING EXPERTISE SINCE 1893

13 What prevents you from being heard by executives? 13

14 Concerns that Keep CEOs Up at Night Reference: PwC, 21st Annual Global CEO Survey US supplement 14

15 Say It With Numbers 15

16 Tie It to Something They Care About 16

17 Safe Workplaces Greater Employee Engagement Safe Workplaces ENGAGEMENT Self-actualized workforce. IMPORTANCE Feelings of respect and connections SENSE OF BELONGING Feelings of contribution, safety teams, suggestions. SAFE AND HEALTHY ENVIRONMENT Feeling safe and secure. BASIC NECESSITIES PPE, Policies, and Procedures 17

18 Choose a Credible Messenger 18

19 Three Strategies for Getting Heard Say it with Numbers. Tie it to something they care about. Pick a credible messenger. 19

20 Lesson 2: Define the Culture 20

21 Visible Invisible What makes up a culture? Culture lives in the Shared Values: What is deemed important. Beliefs: How things should be done. Norms: The way we do things around here. Heroes: Employees who personify the values. Organizational Systems: Formal and informal policies & procedures. Harder to Change 21

22 Engaging Executives in Culture Design Design engaging event At the workshop After the workshop Gather preliminary input from key leaders to inform both workshop agenda, exercises and target output Follow a structured, highly interactive process of capturing key aspects and ways of describing the corporate culture Refine and finalize the culture aspects captured during the workshop Augment with input from managers and employees Finalize with executive leaders 22

23 Culture Workshop Products Fun, interactive workshop process and exercises help foster great conversation and insights resulting in a clear picture of your culture that you can see yourselves in and rally around. 23

24 24

25 Activity: Defining the Culture Worksheet» Individually, take five minutes to complete the Defining the Culture worksheet (prior slide) for your organization.» Form small groups and share with each other. Discuss what is easy or hard about completing this tool.» We ll ask you to share your insights afterwards. 25

26 Report Out» Did anyone find this to be challenging to complete for your organization?» What insights did you get from looking at your culture through this lens? 26 EXCHANGING EXPERTISE SINCE 1893

27 Culture Statements Culture Design 1. We believe that people. 2. We believe in. 3. We challenge. 4. We believe that and are critical components of. 5. We are and of each other. 6. We are and about our job and about how we work together. 7. We are all. 8. Employees trust leaders to. 9. Leaders trust employees to. 10. When people come to work they think about. 11. As an organization, our primary focus is on, and. 27

28 Energy Utopia U.S.A.» Complete the Culture Design Madlib in your table groups for our fictitious company, Energy Utopia U.S.A.» Think about your organization for inspiration» Afterwards, we ll complete one Madlibs as a group. 28

29 Engaging Executives in Culture Design 1. Defining the Culture worksheet. 2. Culture Design Madlibs. 29

30 Lesson 3: Shift the Conversation 30

31 Shift the Conversation Co-create Success Face-to-face conversations Hold Accountable Use a structured, highly interactive process to capture what success looks like Meet with each executive one on one to address their questions and to help them apply the vision of success to their organization Agree to metrics for themselves and their business unit Leverage existing accountability structures and systems Build metrics into KPIs and individual performance plans 31

32 Activity: World Café» Prep: Set up four stations in the room. Each station should have several flip chart pages. At the top of each flip chart write: What Does It Look Like When the Culture has Successfully Transformed?» Day of Activity: Divide the group into four smaller groups. Provide each team with a unique color of marker. Send each group to a station and ask them to write as many ideas as they can generate about what it looks like when the culture has successfully transformed. (5 minutes) Groups rotate to the next station taking their colored markers. They review the ideas of the previous group, write new ideas, or enhance the ideas listed. (5 minutes) Then they rotate to the 3rd and 4th stations, repeating the above. (5 minutes per station) After four rotations, the entire group reassembles to review what has been written on all the pages and come to consensus on indicators of success.» Follow-up: The facilitator documents the indicators of a successful culture transformation and shares with the group. 32

33 Tools to Help Shift the Conversation 1. World Café 2. Face to face conversations 3. Leverage existing systems and structures for accountability 33

34 Engaging Executives to Lead Culture Transformation Get Heard» Say it with Numbers.» Tie it to something they care about.» Pick a credible messenger. Create the Culture» Design interactive event to capture key aspects of the culture» Defining the Culture worksheet» Madlibs Culture Design tool Shift the Conversation» Co-create Success» Face to face conversations» Hold each other accountable 34

35 Q+A 35

36 Loved, Learned, (could) Live-Without 36

37 Thank You! Brad Bea, Chief Safety Officer Bonneville Power Administration Brad Bea joined the Bonneville Power Administration as a line apprentice in After becoming a journeyman he was subsequently promoted to positions with increasing responsibility, including his current roles as BPA s Chief Safety Officer and executive leadership team member. Over the last five years, he has been instrumental in driving the agency s safety culture transformation. Brad s first hand knowledge of the hazards that come with working in the field is complimented by his ability to garner support and commitment for his program. Together, these add to his credibility and make him an effective communicator up, down and across the entire organization. Gina Napoli, Consultant PeopleFirm, LLC Gina Napoli is a consultant with PeopleFirm, LLC. With over 20 years of experience in strategic communications and organizational change management, Gina helps businesses excel under the pressures of enterprise changes including technology implementations, mergers and acquisitions, restructuring, and business process redesigns. Since 2014 Gina has partnered with the Bonneville Power Administration to deliver culture transformation programs designed to engage the workforce and sustain adoption. gina@peoplefirm.com