Building Healthy Workplace Cultures. Indiana Bankers Mega Conference May 3, 2018

Transcription

1 Building Healthy Workplace Cultures Indiana Bankers Mega Conference May 3, 2018

2 New Perspective Can be scary New Opportunities

3 Lightbulbs What s a Paradigm Shift?

4 Key Areas Organizational Context/perspective New Workforce Role of Leadership How Learning Really Works Designing/Implementing/Sustaining Healthy Workplace Cultures

5 Making the workplace a healthier place to work is the new frontier of performance improvement. People want more than a job today A Secret?

6 Jim Collins Good to Great 2001 Peter Drucker

7 What can hold you back? Lack of Mutual Support ( Teamwork ) Lack of Communication ( Transparency ) Lack of Clear Expectations ( Selected Values with Defined Behaviors ) Lack of Accountability ( Same Standards for Everyone ) Everyone s behavior affects everyone else.

8 Human Resources Administration Customer Service Sales Operations Curse of Departmentalism Us vs. Them Running out the back door How much does this cost your organization?

9 All in this together Andre

10 Team outperforms Talent Brad Stevens

11 Not Theory Process of Discovery Six years w/clients

12 Leadership Dilemma What gets done What Operations (current focus) Process-Driven Focus on Improving Efficiencies Controlling costs Improving Numbers Strategic Plan Org Context/perspective

13 Leadership Dilemma What gets done versus How it gets done What Operations (current focus) Process-Driven Focus on Improving Efficiencies Controlling costs Improving Numbers Strategic Plan How Human Capital (new frontier) People-Driven Focus on improving Effectiveness Leadership Strategies Improving Culture, Teamwork & Mutual Support Empowerment & Ownership Org Context/perspective

14 What new workforce wants: Included in Conversation Professional Development Recognition for Achievements Continuous Improvement WIIFM

15 What new workforce needs: Realistic expectations Clear direction on behaviors and goals Focus on next step Coaching, Encouragement, and Support

16 Healthy Organizations The Leadership Team operates as One interdependent, mutually supportive unit A win-win culture where everyone is supported to succeed and grow Transparency about what is going on within the company All team members model the values and behaviors of the organization every day Accountability for participation and inclusion at all levels Rumors/Phil Wenger

17 Culture is workplace behavior driven by the values and mindset of leadership. Boundaries of Playing Field

18 What values guide you? Specific, defined Clarity to comm w/team

19 Healthy Culture Requires: Leadership Team Alignment around Shared Values Evolution of mindset/attitudes Change of workplace behaviors

20 If the Leadership Team is not in alignment, the rest of the organization cannot be in alignment. Undermines group effort Interdependent

21 EVERYTHING is a Leadership Issue Limited Behaviors

22 Servant Leadership Helping everyone on your team maximize their success. If you worked for me... What new gen wants

23 Customers Employees Front Line Supervisors Middle Managers Servant Leadership You re the only one who can Can only work from Sr Leader A big person reaches down. Executive Team CEO WHY?

24 Maximizing Success You succeed only when they do. You pay them and work for them. You need them more than they need you. They know the problems and solutions. They do the work Edwards Deming

25 Changing Behaviors Deep Breath

26 Learning Is a Process. Not an Event. Conference/notes Information not enough Book on how to drive a car

27 Big Learning s Challenge THE EBBINGHAUS FORGETTING CURVE Brandon Hall Group 2017

28 How Do We Really Learn? Brandon Hall Group

29 Levels of Competency Unconsciously Competent Consciously Competent Consciously Incompetent Unconsciously Incompetent Learning to Drive Minimum Goal is CC Mastery & Empowerment Micromanagement

30 Behavior Change Don t look for the big, quick improvement. Seek the small improvement one day at a time. That s the only way it happens, and when it happens, it lasts. John Wooden, UCLA Coach 10 in 12 Gradual, over time

31 Changes in Behavior creates Changes in Outcomes Even small improvements in behavior can make an enormous impact

32 How do we build Healthy Workplace Cultures?

33 Building Healthy Cultures Get the team involved in a conversation about the values and behaviors that will support the success of everyone in the game. Culture is a choice New gen already doing this Millen State Farm Agent

34 Team Inclusion will: Create ownership of outcomes Generate better solutions to challenges Improve quality/consistency of output Identify new opportunities faster

35 Building Healthy Cultures Get the team involved in a conversation about the values and behaviors that will support the success of everyone in the game. Eliminate any obstacle or person that gets in the way, as quickly as possible. Snakes

36 Expedition behavior being selfless, generous, and putting the team ahead of yourself is what helps us succeed in space more than anything else. Jeff Ashby, Space Shuttle Commander 400+ orbits

37 1. Leadership Alignment Discuss and agree upon shared values Define observable new behaviors Get to know each other very well Develop skill in mutual support and group accountability Neutral third-party facilitation Everybody IN Most Important Step! New Conversation Psychological Safety

38 Connecting Lot of Dots Why 90 Days? Why not 30 Day FUs?

39 The Implementation Process is more important than the Information. Execution is everything.

40 New information and skills become valuable only when they are put into practice. Feb 13, 2014

41 Implementation Plan Structure (concrete goals) SIP SGD

42 Secret Ingredient

43 Implementation Plan Structure (concrete goals) Support (buddies) Accountability (set the expectation) Weekly Progress Reports to CEO Share Success Stories (every 30 days) = Behavior Change Miracles SIP SGD

44 Accountability CEO Set clear expectations What, how, why, and by when Require mutual support for everyone s success EVERYBODY Participates. No Exceptions.

45 Accountability works best when you hold people accountable to do the right thing. When it s good for everybody.

46 2. Involve Entire Team Share and Demonstrate Values and Behaviors Set Expectations Provide Support and Coaching Share Information Ask For Their Ideas Publicize Success Stories

47 The reason employees buy into the new culture is because everybody wins. Ownership

48 3. Sustain Momentum Drive Implementation Process throughout entire organization Utilize Skill Development Plan for Professional Development Provide Supervisor Skills Training to team members who manage other people Share Values and Behaviors with everyone inside and outside organization

49 Why It Works Leaders consistently model interdependent behaviors that demonstrate mutual support Everyone is accountable to play by clearly defined values and behaviors Team gives their best because your Culture supports everyone to win (psychological safety) Attracts and retains Career Bankers Implementation Process provides significant Long-Term Impact How to fish

50 7 years

51 Success is Evolutionary. Success is a choice. INFO /Execution???