Session 407 Tuesday, October 22, 10:00 AM - 11:00 AM Track: The People Factor

Transcription

1 Session 407 Tuesday, October 22, 10:00 AM - 11:00 AM Track: The People Factor From Reactive to Proactive: The Culture Change Tricia Mercaldo Director, Communications, TBS, Inc. tricia.mercaldo@turner.com Session Description Is your ITIL implementation taking longer than you expected? Is it turning out to be more difficult than you expected? Your team can take the training, learn the concepts, and get certified. Your team can completely buy into the framework. But can your team really make the transition from reactive to proactive? A successful ITIL implementation must consider communication, WIIFM, collaboration, accountability, trust, and cultural change. These considerations are common to any organizational change, and they have a profound effect on the transition from a reactive environment to a proactive environment. In this session, Tricia Mercaldo will share some lessons learned and strategies for moving your team forward with this transition. (Fundamental) Speaker Background Tricia Mercaldo has been with TBS for more than twenty-five years. She s presently a member of the senior leadership team for enterprise applications, and her responsibilities include the implementation of enterprise collaboration tools and internal employee communications. Her team successfully implemented SharePoint across the enterprise and she s currently working with the technology services team on an enterprise upgrade to Office365. Tricia is a member of WICT and IABC, and she sits on the board of TAG Social.

2 From Reactive to Proactive: The Culture Change PATRICIA MERCALDO LINK IN WITH LINKEDIN.COM FOOTER What s Your Role? Training Human Resources Consulting Individual Contributor Management

3 The Information Technology Infrastructure Library (ITIL) is a set of practices for IT service management (ITSM) that focuses on aligning IT services with the needs of business. In its current form (known as ITIL 2011 edition), ITIL is published in a series of five core publications, each of which covers an ITSM lifecycle stage. ITIL underpins ISO/IEC (previously BS15000), the International Service Management Standard for IT service management, although differences between the two frameworks do exist. ITIL describes processes, procedures, tasks and checklists that are not organization-specific, used by an organization for establishing integration with the organization's strategy, delivering value and maintaining a minimum level of competency. It allows the organization to establish a baseline from which it can plan, implement, and measure. It is used to demonstrate compliance and to measure improvement. Everything You Need to Know About ITIL in 60 seconds!

4 What s Your ITIL Maturity? Investigating the Possibilities Just Getting Started Have Implemented Some Services Continuous Improvement Fully Implemented & Mature

5 ITIL describes processes, procedures, tasks and checklists What about the People, the Culture, THE CHANGE? ITIL A Simple Explanation

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7 Identify the Heroes on your team and the role they perform Who are Your Heroes?

8 How To Effectively Transition the Heroes Relate benefits of implementation to the individual WIIFM What s In It For ME?

9 Signs of a High Performing Team Happy Laughter Productive Motivated Customer Focused Collaborative Follow Procedures Resourceful Low Maintenance Enjoy Coming to Work Conversations occur spontaneously Knowledge is freely shared High Customer Satisfaction Lots of Fans Managers can be strategic rather than tactical LOW DRAMA

10 Signs you might have a problem DRAMA People seem uninformed Lack of communication Not willing to let go of basic information Low enthusiasm Serious resistance to change Chronic lateness or absenteeism Team members who are focused on catching someone doing something wrong Painfully slow improvement Lack of trust Little casual conversation Frustration Managers are super heroes

11 Identify your own contribution to the team You Go FIRST

12 Are YOU a HERO? Pull the weeds before you plant the seeds Find Your Balance Brian Souza

13 Find Your Balance Assess individuals to build a team Document strengths & weaknesses Begin regular one-on-one conversations about trust & open feedback about their views and the perception others hold about them Look for ways to leverage strengths Be Flexible As you shift individual roles, the shift in productivity will follow - so will trust Don t try to fix anyone and don t assess the entire team at once The team will change only if they understand why it is important (WIIFM), and if it is a change they can buy into Try to build in some flexibility

14 The KEY Constant communication about expectations and feedback about results (not metrics, real results) There must be a belief that you are in this for the right reasons The only way to systematically improve performance is to consistently give and be willing to receive constructive coaching and developmental feedback. Your personal example is the most powerful tool you have An easy and effective tool

15 Assessment Worksheet Instructions Ask the individual to complete the worksheet over a weekend Have them identify the activities that really excite them Meet with them outside the office to discuss Identify gaps in their worksheet and the perception (or reality) Agree upon the changes to daily routines to better utilize strengths Agree upon a plan to improve weakness in job responsibilities that cannot be changed Meet and openly discuss regularly (weekly, if possible) Watch the growth happen!! Assessment Worksheet Strengths A B C D E F G H I Weaknesses A B C D E F G H I

16 As a coach the more you give, the more you ll get. The more you care, the more they ll contribute. Brian Souza The KEY Great coaches consistently get the most out of their team because they consistently put the most into their team.

17 The OZ Principle

18 The Speed of Trust Strengths Finders

19 Weekly Coaching Conversation 360 Review Most employees are familiar with the reviews their supervisors do every 12 months (if they are lucky or unlucky depending on their manager). That review involves the employee receiving feedback from a single perspective; that of their manager. While those reviews are vital, they rarely provide feedback that leads to the professional development of the employee. Typically, a standard job review is focused on the performance issues an employee has with their current job and not much more. 360s are not performance reviews. They are a professional feedback tool designed to help anyone from a CEO to a store clerk develop and hone their professional skills. While a standard review is about the job an employee is doing, a 360 review is about the employee themselves. That makes it very personal and very powerful. In a 360, you get the combined perspective of a manager and several peers about the team work, communication, leadership and management skills of an employee. The reviewers are asked to comment and rate the employee s professional skills and team impact. The goal is for them to provide feedback to help the employee improve and focus development. The combined perspective helps to balance the feedback and create a clear picture for the employee about their behavior, impact, and skills.

20 Thank You From Reactive to Proactive: The Culture Change Tricia Mercaldo Link in with patricia mercaldo Please fill out the Eval!