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EmployeeshipEmployeeship- - The foundation The foundation for higher performancefor higher performance

Leif ChristiansenLeif Christiansen

Agenda

1. Why is employee engagement important?

2. What describes a High Performance Culture?

3. How to measure the organizational culture?

4. Using the cultural measures to improve performance

5. Leadership and Employeeship - what’s the difference?

6. How to create strong Employeeship?

1. Why is employee engagement

important?

What are you doing?

I chisel stone I build a cathedral!

The old style of Delegation of responsibility does not work in todays business world........

Manager

Employee

PlanPlan

DoDo

..where change is the only constant we have...

....and where continous improvement is our focus...........

We need to extent our cooperation to partnership

Manager EmployeeSee

Think

Plan

Do Team

2. What describes a High

Performance Culture?

What is Culture?

The collective programming of the mind

(values, beliefs and behaviors)

which distinguishes the members of one organization

from another

Beliefs, Values & Behaviorsania

10

Behaviors

(Attitude)

Beliefs

Valu

es

Values-driven organisation

• All organisations are values-driven...

• The critical question is whether the values are

conscious.........

• shared & lived ........

• . . . . . or not . . .

• ..if the values are supporting the vision and mission

of the organization......

• . . . or the opposite.....

High performing cultureV

isio

n &

Mis

sion

A

lign

men

t

Valu

eA

lign

men

t

Lead

ers

hip

A

lign

men

t

Str

uct

ura

l A

lign

men

t

E M P L O Y E E S H I P

E M P L O Y E E S H I P

Values Behaviors

Collective

Individual

Culture

Group values and beliefs

“Company Values”

“Best Man for the job”

Character

Individual actions and behaviors

“A unique individual”

Personality

Individual values and beliefs

“Fulfill our Mission”

Social Structure

Group actions and behaviors

Values Alignment

Structural Alignment

Personal Alignment

Walk the talk

Vision & Mission Alignment

Involvement and

Empowerment

Team

Spirit

Processes & Procedures

3. How to measure the

organizational culture?

© 2006 Richard Barrett – www.ValuesCentre.com

Seven Levels of Consciousness

Spiritual

Mental

Emotional

Physical

Transformation

Service

Making a Difference

Internal Cohesion

Self-Esteem

Relationship

Survival

Human Needs Human Motivations

12

3

4

5

6

7

The Seven Levels of Consciousness

SURVIVALPURSUIT OF PROFIT & SHAREHOLDER VALUE

Financial stability. Employee health and safety.

RELATIONSHIPORGANIZATIONAL RELATIONSHIPS

Interpersonal relations, employees, customers etc.

SELF-ESTEEMBEING THE BEST. - PROFESSIONALISM

Productivity, efficiency, quality, systems and processes.

TRANSFORMATIONCONTINUOUS RENEWAL

Learning and innovation. Organizational growth through employee participation.

INTERNAL COHESIONDEVELOPMENT OF CORPORATE COMMUNITY

Positive, creative corporate culture. Shared vision and values.

MAKING A DIFFERENCEPARTNERSHIP WITH EMPLOYEES CUSTOMERS &

THE LOCAL COMMUNITYStrategic alliances. Employee fulfillment.

Environmental stewardship.

SERVICESERVICE TO HUMANITY

Long-term perspective. Vision Future generations. Ethics.

Positive Focus / Excessive Focus

7

6

5

4

3

2

1Exploitation. Over-control.

Manipulation. Blame.

Bureaucracy. Complacency

Full-Spectrum Consciousness

Service

Making a Difference

Internal Cohesion

Survival

Relationship

Self-Esteem

Transformation

Long-term Viability

Collaboration

Shared Vision

Continuous Improvement

Best Practices

Customer Satisfaction

Financial Stability

1. client satisfaction 2. client collaboration 3. integrity 4. teamwork 5. humor/fun 6. quality 7. balance (home/work) 8. financial stability

A Tale of Two Cultures

1. blame L2. short term focus L3. internal competition L4. buck passing L5. risk averse L6. customer satisfaction 7. information hoarding L8. profit

Smooth Sailing Sinking Ship

4. Using the

cultural measures to improve

performance

February 2007Cultural Transformation ToolsValues Assessment

LEGENDUnderline = PV & CC match P = Positive I = IndividualRed = PV, CC & DC match L = Potentially Limiting R = Relationship Red = CC & DC match (hollow dots) O = OrganizationalBlue = PV & DC match S = Societal

1. results orientation (219)

2. bureaucracy (211) (L)

3. profit (209)

4. customer satisfaction (179)

5. being the best (177)

6. uncertainty (171) (L)

7. continuous improvement (158)

8. goals orientation (155)

9. organizational growth (139)

10. achievement (136)

PL = 10-0IROS (P) = 3-3-4-0IROS (L) = 0-0-0-0

3 Matches

1. customer satisfaction (226)

2. reliability (197)

3. continuous improvement (172)

4. employee recognition (172)

5. professionalism (171)

6. clarity (166)

7. quality (164)

8. honesty (156)

9. adaptability (152)

10. open communication (135)

PL = 10-0IRS (P) = 6-4-0IRS (L) = 0-0-0

0 Matches

1. honesty (292)

2. reliability (262)

3. adaptability (198)

4. humor/fun (197)

5. perseverance (191)

6. enthusiasm (173)

7. responsibility (171)

8. listening (157)

9. respect (157)

10. cooperation (155)

PL = 8-2IROS (P) = 1-0-7-0IROS (L) = 0-0-2-0

2 Matches

Personal Values Current Culture Values Desired Culture Values

2%

1%

2%

5%

14%

16%

30%

6%

3%

22%

0% 20% 40%

1

2

3

4

5

6

7

5%

4%

13%22%

18%

10%

9%

3%

6%

10%

0% 20% 40%

1

2

3

4

5

6

7

1%

0%

1%

6%

13%

20%

22%

22%

10%

5%

0% 20% 40%

1

2

3

4

5

6

7

Personal Values Current Culture Values Desired Culture Values

CTS = 39-22-39 CTS = 22-18-60 CTS = 37-22-41

February 2007Cultural Transformation Tools

C

T

S1

2

3

4

5

6

7

Values Distribution

Entropy = 5% Entropy = 22% Entropy = 2%

C = Common Good T = Transformation S = Self-interest

Positive Values

Potentially Limiting

Develop Objectives and KPIs

1. Define Perspectives

2. Define Critical Success Factors (CSFs) for each perspective

3. Define measures (KPIs)

4. Define targets

SocietalContribution

Finances

Fitness

Evolution

ClientRelations

Culture

Business Needs Scorecard

VALUES MANAGEMENT

Business Needs Scorecard

ValuesAlignment

MissionAlignment

Structural Alignment

Personal Alignment

VALUES MANAGEMENTIntegral Culture Scorecard(4 Critical Success Factors)

Culture

5. Leadership and Employeeship

what’s the difference?

What is the role of a

good leader/manager?

What is the role of a

good Employee?

6. How to create strong

Employeeship?

Personal Personal ValuesValues

Company Values

Telling about the values of

the company will not

change our natural

behavior and attitude at

work

Employees have to feel

the values

“what’s in if for me”

and relate to their

personal values

Service

Making a Difference

Internal Cohesion

Survival

Relationship

Self-Esteem

Transformation

The significant problems we face cannot be solved

at the same level of thinking that created

them. -Albert Einstein

Internal Cohesion Consciousness

Cohesion

Connection

Staff Engagement

Creating a High Performance Culture through Employeeship

1. Creating leadership consciousness

2. Committing the leaders – “walk the talk”

3. Developing Values driven Procedures,

Processes and Norms

4. Creating Consciousness and Commitment by

the employees

Implementing High Performance Culture by:

• Company Mission, Vision and Values

• Leadership commitment and training/coaching

• Customer Service Standards

• Clear objectives - MBO, KPI’s, KSF’s

• KaiZen/Lean – constant improvement program

• Employeeship mobilization workshops

• Employeeship program by internal trainers

Typical Employeeship topics

•Self-insight •Responsibility •Loyalty •Personal communication•Service•Group dynamics•Business perspective•Cooperation •Human Balance •Commitment •Respect•Improvements•Initiatives•Quality

Employeeship – The personal engagement

Creating consciousness among all employees

Strengthening personal relations, satisfaction and involvement through the whole company

Monthly meetings based on employee dialog, true openness and trust.

Intensive program for all employees with 8 -10 trainings in small groups of 8 -10 employees

One session per month - 3-4 hours in the company

Facilitated by the company’s own internal trainers

EmployeeshipEmployeeship- - The foundation The foundation for higher performancefor higher performance

Leif ChristiansenLeif Christiansen

Thank you and good luck creatingThank you and good luck creating