10 Top Tips for Changing Organisational Culture and Boosting Performance.

Transcription

1 10 Top Tips for Changing Organisational Culture and Boosting Performance

2 The challenges for St Mungo s Broadway Biggest provider of homelessness services in UK Merger of 970 & 250 staff Executive Team: 4 from one and 3 from the other New organisation: not imposing one culture on the other

3 1. Identify gaps between existing and desired culture What is positive about existing culture evidence? What is undesirable about existing culture - impact Include people in identifying this, and shared values and vision (desired culture) going forward

4 Symptoms of a negative culture Lack of staff commitment, skills and professionalism Weak. and remote leaders bunker mentality A number of underperformers who drain efforts and resources managers and staff Staff focused on own needs, not customers Silo mentalities Lateness to work, meetings, training is quite normal and accepted Lack of confidence by managers in handling disciplinary or performance issues

5 Overstaffing adding to compliment to avoid tackling More the problems symptoms of a negative culture Real or perceived bullying Frequent. grievances or threats of grievances High absence rates sick leave an entitlement which goes with the job Low employee engagement poor survey results Lots of pay offs or Employment Tribunals Poor service results and customer satisfaction Adversarial relations with Trade Unions Policies which tie management s hands Over-indulgence of staff treating them like service users

6 Hallmarks of a positive, high-performing culture Staff who visibly go the extra mile autonomy, initiative, judgement Strong,. empowering leaders and managers Culture of respect and recognition Clarity of vision and goals at all levels strong emphasis on and pride in positive outcomes Robust structures for communication and involvement Strong teamwork, and inter-team working Zero tolerance of poor behaviour and performance People are always on time for work and meetings

7 Honest feedback is given and welcomed. Visible match between espoused values of the organisation and the behaviours of everybody who works there. Strong sense of felt fairness throughout the organisation Risk-taking, creativity, innovation, continuous improvement Positive provider and employer brand People are challenged and supported rather than indulged

8 2. Ensure that the leaders are up to it. Is the CEO really behind it? Will the Board get behind it? Will the CEO drive accountability for success throughout the organisation?

9 The toxic triangle. Poor/destructive leaders Susceptible followers Conformers Colluders Conducive environments Cultural values Lack of effective processes and accountability structures Adrian Furnham The Elephant in the Boardroom

10 3. Ensure that leaders communicate an exciting vision for the journey. What will be better as a result? What people can expect of the organisation What the organisation expects of its people What happens if I don t want to get on board? FIFO How and when will we know if we are getting there?

11 4. Identify your champions and blockers. Ensure strong leadership from the very top, with Board backing Strategically distribute and empower your champions Use restructuring and tough conversations to remove blockers Remember blockers can exist at all levels

12 Respondents to change Champions Chasers Converts Challengers Change- aphobics 5-10% 10-20% 30-50% 10-20% 5-10%

13 5. Adopt and adapt a framework model. Use it to: Breakdown assessment and planning into manageable streams Identify stakeholders in analysing weaknesses and action planning for improvements: workshops, focus groups, customer surveys

14 Keller & Price: Beyond Performance. Direction Leadership Culture and climate Accountability Co-ordination and control Capabilities Motivation External orientation Innovation and learning

15 6. Remember that performance management processes are your framework and glue. Clear objectives at all levels The right competency framework Defined performance standards 360 degree feedback

16 7. Create the conditions for effective leader-managers at all levels of the organisation Robust. recruitment and selection internally and externally Performance standards for managers Expert team-building facilitation for top team In-house manager training with plenty of role play Zero tolerance of managers who won t lead and manage

17 St Mungo s Broadway s leadership and management development programme Recruitment. & Selection Managing for High Performance Engaging Leadership Team Building & Conflict Management Competencies Performance standards Upwards feedback Managing Difficult Behaviour Management Induction Managing Attendance Managing Diversity Managing Health & Safety One to one coaching Action learning

18 8. Recognise and reward people who lead and model the desired culture. Don t over-rely on pay systems don t consider PRP until you have established a highperforming culture Target development opportunities and promotions Employee recognition schemes

19 9. Measure and celebrate progress. How will you know if things are moving in the right direction? Qualitative and quantitative indicators Identify and celebrate the quick wins Signing up for accreditations and awards Constantly articulate and communicate the connections between changed behaviours and organisational success

20 10. Focus on sustainability over time Be careful who you let in and up the new organisation. Rolling leadership and management development programmes Nurture and continuously improve effective frameworks, e.g. recruitment and selection, performance management, HR policies Link HR staff goals to sustaining and improving leadership and management performance throughout the organisation

21 Recap 1. Identify gap between existing and desired culture 2. Ensure leaders up to it 3. Communicate vision 4. Identify champions and blockers 5. Adapt framework model 6. Performance management processes 7. Create right conditions for effective leader managers 8. Reward champions 9. Measure and celebrate progress 10.Focus on sustainability your work is never done!