cultural change through value based leadership jean-pierre thill leadership & management...
Post on 15-Jan-2016
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Cultural Change through Value Based Leadership
Jean-Pierre THILL Leadership & Management Development @ bpost
CONTEXT – Environmental changes Privatisation of postal services New competition Strong reduction of paper flows and
substitution by electronic mail High automation of processes 75%
25%
75 % of Belgians use Internet
Annual reduction of national adressed mail in Europe
2004: 2,0% - 2005: 4,0% - 2006: 6,0% - 2007: 8,0% - 2008: 10,0% - 2009: 12,0% : ACCELERATION
1000 Customers = 65 % of turnover
CONTEXT – Reaction of bpost
Efficiency : Processes improvement Organisational reengineering
Solutions : Development of new activities
New markets acquisition
…
BUT !
CONTEXT : The human power
No change without actors
our team members
our leaders
OBJECTIVE : Continuous change
Cultural change
DIFFICULTIES
Resistance Inertia
!
LESSONS FROM THE PAST
Same process in 2000 & 2002-3
Pressure (you must !) Non lasting investment (communication –
processes - …) Lack of involvement/alignment of
management Insufficient training
HOLISTIC approach
Throughout the organisation Sponsored by CEO - Top down Supported by congruent communication One purpose through 3 axes
Processes & methods
Training
Viral change
CHARACTERISTIC of the new approach
Right balance
Measure (Starometer)
Tool-kitBeing
Doing
Knowing
LEADERSHIP = Key role
Promote & respect the processes Show the right behaviour Support and reinforce the right behaviour
Axis 1 : PROCESSES & methods = Corporate foundations
Leadership model Set of behaviour Performance appraisal Talent review 360° / 180° Selection
Axis 2 : TRAINING = individual foundations
Classical leadership training (LOT-LET) Other training & coaching Postal exchange (Top 100 forum) – Road shows Value driven leadership : > 1000 leaders
In partnership (approach, content, measure)Development : internalOLL + experiential training
Axis 3 : VIRAL CHANGE
No great actions Just living the example (Leandro Herrero)
Ambassadors Communication Specific expected behaviours
Opinion leaders
WHERE ARE WE ?
2010 Senior management (Top 100) 2011 Next wave ( 430 middle-senior mgr) 2012 Front Line leaders (> 500 LOT)
DO WE ALREADY SHOW RESULTS ?
Overall, senior management has appreciated this initiative
72% would recommend this workshop to peers
• It helped in better understanding, translating and implementing bpost values
• Reflecting, discussing and spending time with colleagues was considered a huge plus
• Some respondents judged the workshop too basic, with limited new insights
• Perhaps not all values got the same attention; working together seemed to stick out
?
The workshop has, to some extend, already made a difference
57% of respondents gained new insights 50% say they already put into practice ‘lessons learned’
• Has improved insight in one’s self• Improved working together (within team and outside BU)• Led to action plans• Helped in becoming a better leader (e.g. managing and inspiring people)
• To vague, fragmented and with unclear message
• Implementation might be hindered by the organization itself (smart objectives, ‘objectives’ based instead of value based, KPIs…).
• In order for this to be effective, values should be embedded in company’s objectives and evaluations
?
REQUIRED ACTIONS
• Regular status would be welcomed also to assure momentum and positive feeling
Senior managers will be involved in further roll out (cfr. DirCom)
Creation of a virtual space for Value Driven bpost Leaders (with best practices, testimonials, discussions, shared doc’s, …)
A follow up for Senior Mgt. can be foreseen
Senior management meeting might be a forum to further discuss this topic and best practices
• How do we deal with this the fact that senior management is not a homogeneous group (some judge the workshop ‘too basic’, others ‘excellent’ and ‘inspiring’). To be taken into consideration for further trainings/workshops
CONCLUSION
ON THE PATH TO MASTERY …
• The path is experiential, just like the training• Through education, teaching, forming, and all sorts of
indoctrinations, we learned to please our parents, the teachers, the professors, and later the bosses, where is the true self ?To come in contact with the corporate values, you need to come in contact with your own values, and this can take time.
• Ready to adapt underway
• We are on the discovery path to a new role of leader
Experiential ?