SESSION 404 Tuesday, October 21, 10:00 AM 11:00 AM Track: The Expert Focus

Transcription

1 SESSION 404 Tuesday, October 21, 10:00 AM 11:00 AM Track: The Expert Focus Expert Focus: Strategic Organizational Transformation Is a Process, Not an Event (Part I) Manley Feinberg Chief Experience Officer, Vertical Lessons Manley@VerticalLessons.com Mike Kublin Founder and President, PeopleTek Coaching mkublin@peopletekcoaching.com Katherine Lord Principal Consultant, Quint Wellington Redwood k.lord@quintgroup.com Session Description Engage with three preeminent thought leaders in this highly interactive session to explore tactics and an overall strategy for organizational transformation. Manley Feinberg, Mike Kublin, and Katherine Lord will cover a wide range of topics, including emotional intelligence and its value in the workplace, changing the mindset on behavior and attitude, the power of knowledge management, and the principles that fuel momentum. Be prepared to think outside the box, gain a high level understanding of your transformation road map, and walk away with practical tools you can implement immediately. Speaker Backgrounds Manley Feinberg is an award winning speaker, IT leader, and certified World Class Speaking Coach who s delivered more than 2,000 hours of professional training, consulting, and coaching. Leveraging eighteen years of IT, business, and speaking experience, Manley helps professionals get out of their comfort zone, build momentum, and develop world class communication skills. Mike Kublin is the founder and president of PeopleTek, Inc., a training, development, and coaching company that specializes in enabling technicians, professionals, and their teams to examine behaviors to determine what is effective and identify what may be inhibiting desired results. Previously, Mike worked for EDS and American Express in a variety of leadership roles, managing technical teams and interfacing with internal and external business partners and vendors. He is also the author of twelve books, including 12 Steps for Courageous Leadership (2011), and he is certified in ITIL v3. Katherine Lord is a seasoned ITSM consultant and practitioner with considerable expertise in IT strategy, service management, knowledge management, and change management. She has a proven track record of humanizing service management, bringing relevant, adaptive approaches to her consultative pursuits. Before becoming a consultant, Katherine spent ten years managing service desks, IT operations, and field services. She holds many industry certifications and is an accredited instructor for various ITIL and HDI courses.

2 Expert Focus: Strategic Organizational Transformation Is a Process, Not an Event SESSIONS 404 / 504 MICHAEL W. KUBLIN KATHERINE LORD MANLEY FEINBERG Session Objectives Explore tactics and strategies for individual and organizational transformation Learn why transformation is a process, not an event Learn key behaviors that promote increased effectiveness for transformational leaders, teams, and entire organizations Leave with tools and techniques that provide guidance through the transformation process Commit to making a change today that you will implement immediately

3 Ice Breaker About me Is your preference to maintain harmony within a team or address problems? Why? Does your overall style lean more towards utilizing your intuition/gut instinct, or hard facts and figures? Are you hesitant to share new ideas, or are you more likely to volunteer bold ideas and risk being challenged? What do you enjoy most about your job? What is the first concert you ever attended? What was your most difficult challenge growing up? JOHARI WINDOW KNOWN TO OTHERS KNOWN TO SELF OPEN NOT KNOWN TO SELF BLIND NOT KNOWN TO OTHERS HIDDEN UNKNOWN < < < < < < < < < < TRUST > > > > > > > > 4

4 Definitions LEADERSHIP: Taking others where they ve never gone before and wouldn t go by themselves COACHING: Helping others achieve their desired goals and objectives MANAGEMENT: Planning, Organizing, Controlling & following-up TECHNICIAN: Doing the job or task extremely well 6 Critical Components Customer Communication Clarity Conflict Change Teamwork: Trust, accountability and feedback

5 What do you see? You must be aware in order to deliver C - Communicate Effectively O - Optimize Differences M - Manage Change KNOW DISCOVER AUTHENTIC INNOVATE What do I already know about: MY Team? MY Customer? The project? Who can I ask for feedback about expectations and results? In what way do I need to be more open and quicken my delivery? How can I be more creative/ innovative to help with a speedy delivery? P - Plan, Persist, and Organize A - Appropriately Handle Conflict S - Sustain/Enhance Relationships S - Skillfully Influence Others

6 It Takes A willingness to step out of our comfort zone The need to readily adapt to change An obligation to develop our skill set and the skills within our organization Commitment! It also takes.. A Change story To identify with, create purpose, sense of belonging Elicit an emotional response vs a thinking response Tools and techniques to drive Momentum, consistency, sustainability, structure Visibility Visual Management & Visible Leadership TRANSPARENCY=TRUST

7 Challenge the Status Quo Divorce the classic organizational chart and management hierarchy Who really wants a caste system? Team Barometer Take this Job and shove it? Empower the front line Equality, community, collaboration Lets talk about Lean The philosophy The 5 Domains of Lean The magic in your tool box The Change Story Visual management The Team Barometer Gemba walks Performance management Sustainability

8 Leading with Humility Leading with humility focuses on ensuring that arrogance does not blind us to the possibilities offered by the people around us. This is particularly relevant to people in a position of leadership. Cultural enablers ensure that the people delivering value to customers are themselves also valued. Leading with Respect By demonstrating respect for individuals involved with the organization, we show that we truly value their contribution. Cultural guiding principles deal with the creation of an environment in which individuals are encouraged to contribute.

9 The 5 domains of Lean Customer Do we act in a truly customer-oriented way? Is delivering value to the customer the focal point for howe we approach our work? Do we have a positive attitude towards customers? Process Organization Performance Do our processes and way of working deliver value as quickly and directly as possible? Do we act proactively to identify and tackle areas of waste? What is the attitude of people within the organization regarding the way the organization is structured? How do people act during performance dialogues, day starts and in the cascade? What would it take to do more, to do better? Are we creating a habit of continuous improvement? Behavior and attitude Does the organization encourage the behaviors that drive performance improvements? Are we addressing the How - HOW we go about things, the attitude and the mindset by which we do things? 15 The Change Story The transition to a transformation starts with a compelling story as to why the change needs to be done The core of the matter is always about changing the behavior of people, and behavior change happens in highly successful situations mostly by talking to people s feelings. This is true even in companies that are very focused on analysis and quantitative measurement. In highly effective change situations, people find ways to help others see the problems or solutions in ways that influence emotions, not just thought. John Kotter The Heart of Change.

10 Dreams get people moving If you want to build a ship, don t drum up the men to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea. Antoine de Saint-Exupéry Citadelle A change story is crucial to influence behavior and attitude COMPELLING CHANGE STORY IS: A clear description of what changes need to be made and why (gives direction) Describes the motivation behind the desire to change (urgency) A signal that business as usual is over Written by leaders (personal and passionate) with their readers in mind A source of continuity during periods of uncertainty or transition in a change program A powerful tool for creating alignment throughout the organization KEY ELEMENTS PERSONAL URGENCY PASSION SPECIFIC, GIVES DIRECTION INSPIRING INCLUSIVE, ASK FOR SUPPORT 18

11 Visual management A mechanism to drive transparency, engagement Effective team communication and real-time updates Team performance and workload is shared on the day board for visibility and effective team communication Create thy masterpiece!

12 The Team Barometer The Team Barometer involves asking every team member to score on a scale of 1 to 5 seven different aspects that define and shape team engagement on a monthly basis Working Together Direction Ambiance Impact Personal Development Personal Enthusiasm Continuous Improvement Visible leadership Gemba Walks Stroll the shop floor! go see

13 Go see People can have blind spots created by long held paradigms. Thus the practice of go and see was developed based on the principle that reality needs to be perceived and understood based upon the five senses. Perceptions, past experience, instincts, inaccurate standards, simplified and generalized reports often hinder establishing a high agreement on how things actually work. Genchi Genbutsu: less to visit and more to know by being there In order to get beyond the basic technique level of improvement, it is essential to answer deep why questions. This leads to the discovery of underlying systems and the possibility of alternatives. Since real value is created at the shopfloor, this is where management need to spend their time. Try to envision what should be happening (the smooth flow of value creation) and now look at what is really happening. 23 Performance management Everyone on the bus, going the same direction VOC (Voice of the Customer) to CTQ (Critical to Quality) to KPI (Key Performance Indicators) paradigm

14 Translating the VOC into CTQs (Layer 3 and 4) additive constituents Answers are correct EXAMPLE driver issues and needs As a customer, I want good customer service when I call That means representatives have knowledge and skills They provide solutions that meet my challenge They respond fast Researched information available Information delivered on the spot Problems are solved Short options menu 1. Prioritize and align 2. Determine measures 3. Set targets 4. Specify limits 5. Determine defect rate Customer transfered quickly They reply in a friendly way business dimension Greet customer by name process dimension results in: CTQ CTQ CTQ Performance dialogues at all levels create effective alignment in the organization and establish catch ball between the levels Performance Dialog make the PDCA cycle spin. 1 goals, objectives, KPI s vertical alignment data collection, problem solving, catchball negotiations, process mapping 2 objectives, metrics, process critical success factors root cause analysis, problem solving, catchball negotiations, project planning 3 objectives, metrics, projects, activities, tasks rapid improvement events, project planning and management, metrics integration 4 deploy, measure, manage, integrate cross functional alignment

15 Knowledge management Tap into the Tribe The power of the community Acknowledging Community Channels of Collaboration Assistance Self-Help Community the power of the tribe Organizational structure A network that connects people with content and people with people. Knowledge Bases Community Conversations The Tacit connection The organization Leadership

16 And the keys to sustainability? YOU MUST HAVE QUESTIONS BY NOW!

17 12 Granite Walls over 3,000 in 3 Square Miles STL Arch 630 The Current Climb Strategy

18 Current Climb Strategy Only One Current Climb 1st everyday Before the Gravity of Resistance and the Storm of Chaos Set In Current Climb Strategy At least 5 minutes every day More resistance, less time

19 Current Climb Strategy Every day is more important than how long Commitments to consistent action Builds MOMENTUM

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27 How will you reach- Your Next Summit?

28 Awareness is the 1st Step to Your Next Summit Awareness watch out for

29 YOUR COMFORT ZONE Declare Your Current Climb

30 Declare your Current Climb

31 Advantage Who has You on Belay?

32 Action

33 Consider with Courage

34 Climb with Conviction Savor Your Summit

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