tafep work life week 2014 ceo breakfast keynote

Copyright © aAdvantage Consulting 2014. All Intellectual Property Reserved. 1

Building a High Performance Culture

11 November 2014

www.aadvantage-consulting.com


Joanna BarclayCorporate Leadership Consultant

www.CultureLeadershipGroup.com [email protected]

“People want to know you care,before they care how much you

know.”

mailto:[email protected]

mailto:[email protected]


The Challenges

• How to attract and keep talented people

• How to increase profitability and shareholder value; meet the organisation mission and intended outcomes

• How to increase staff engagement

• How to increase innovation, creativity, agility, and customer satisfaction

How to implement a work life strategy that delivers high performance


• Multi-generational workforce

– Different Life Stages

– Aging Workforce

– Different motivations

• Multi-cultural workforce

• Technology & Social Media

• Mobile Workforce

Changing Workplace

Level

7

6

5

4

3

2

1

IROS (P)=0-2-5-0 IROS (L)=0-0-3-0

How Singapore Employees Perceive their Current WorkplaceOverall

customer satisfaction 375 2(O)

teamwork 333 4(R)

cost reduction (L) 309 1(O)

long hours (L) 290 3(O)

brand image 284 3(O)

results orientation 270 3(O)

continuous improvement 253 4(O)

accountability 249 4(R)

continuous learning 231 4(O)

hierarchy (L) 210 3(O)

Current Culture Values (CC)

I = Individual

R = RelationshipBlack Underline = PV & CC

Orange = PV, CC & DC

Orange = CC & DC

Blue = PV & DC

P = Positive

L = Potentially Limiting (white circle)

O = Organisational

S = Societal

Source: aAdvantage

Consulting National Values

Assessment 2012

What Singapore Employees Said Would Define their

Desired WorkplaceOverall

balance (home/work) 433 4(O)

teamwork 403 4(R)

employee recognition 400 2(R)

employee fulfillment 280 6(O)

continuous improvement 272 4(O)

continuous learning 261 4(O)

respect 256 2(R)

staff engagement 251 5(O)

coaching/ mentoring 250 6(R)

leadership development 250 6(O)

Level

7

6

5

4

3

2

1

IROS (P)=0-4-6-0 IROS (L)=0-0-0-0

I = Individual

R = Relationship

Black Underline = PV & CC

Orange = PV, CC & DC

Orange = CC & DC

Blue = PV & DC

P = Positive

L = Potentially Limiting (white circle)

O = Organisational

S = Societal

Desired Culture Values (DC)

Source: aAdvantage

Consulting National Values

Assessment 2012


Cost of Not Implementing Work Life Strategy?

• Disengagement

• Low Retention

• Failure to attract manpower

• Failure to attract top talent

• Cost of retraining

• High health costs

• Lower productivity

• Stress and Burnout


North America 26-30%

Engaged

Disengaged

Southeast Asia 6-12%

Engaged

Disengaged

Employee Engagement – Gallup Research


Doing the same thing over and overand expecting different results is... insanity.

- Albert Einstein


Maintaining the same leadership, management style, and behaviors while expecting your employees to embrace new habits and greater collaboration is …

Cultural insanity!


Case Study

GoC – House of Commons

www.aadvantage-consulting.com


Case Study - GoC – House of CommonsAdvantages of Flexible Work-Life

• Easier work-life balance;

• One extra day of rest in addition to weekends (compressed);

• Employees may plan their work hours according to their

preferences and level of concentration;

• May facilitate transportation and reduce commute times and

costs;

• Increased motivation, productivity and morale;

• Less stress and fewer interruptions.


Case Study - GoC – House of CommonsChallenges

• Mistrust

• Lack of Supervision

• Fairness

• Lack of understanding of concerns/issues

• Lack of helpfulness

• Concerns of lack of accessibility


Case Study - GoC – House of CommonsMyths and Realities about Flexible Work-Life

• Telework is expensive.

- Initial setup - technology is supplied in all work

environments

• Teleworkers are less productive than they are

at the office. How do I know they are really

working?

- With IT monitoring productivity and results are

monitored

- Managers can see how productive the

employees are



• It is impossible for an employee with supervisory duties to

telework.

- Multi-national company managers have supervisory responsibilities

• If I authorize it for an employee, everyone will ask for the

privilege.

- With fairness, everyone whose job permits, can telework

• Telework will cause insurmountable scheduling conflicts.

- Not true



• Telework sets a precedent for the future

- Seen as an employer of choice, providing more flexibility

• Teleworkers can’t be reached.

- Email and instant messaging

• Client service will suffer.

- Same level of service can be provided


Case Study - GoC – House of CommonsCultural changes needed to happen too

- Investment by managers to have open, transparent, honest conversations with team members about the situation of the employee who is teleworking,

- Not for team members to judge why people wish to have flexible work hours or to telework

- Buddy systems can be set up where friends and team members are willing to give teleworker materials from the office

Mind-sets, values and behaviours needed to shift

Case Study - GoC – House of CommonsImpact on Team – Internal Team Cohesion

• Team became stronger, more trusting,

and willing to help each other

• They become more charitable, doing

things out of the goodness of their hearts

• When team members become ill, they

pick up the slack for each other

• There is stronger internal cohesion on the

team, brought everyone closer together.

Transformation from ‘me’ to ‘we’ through ABC


What was the Culture that supported GoC - House of Commons’ Work Life Implementation

• Open Communications

• Staff Engagement

• Consensus Building

• Active Listening

• Non Judgemental

• Accepting Differences

• Internal Cohesion

• Fairness

• Trust

• Teamwork

• Accountability


Cultural Capital – “Share of Heart”

How do leaders behave?

Earn share of heart

Large investment in culture

‘WOW’ factor

“Doing good for all” centered visions

Alignment of all stakeholder needs

Firms of Endearment (FoE) outperformed the S&P500 by 1649% over a 15 yr period?

Loyalty, Respect, Integrity, Trust, Joy, Authenticity, Empathy, Compassion

A flood of literature on importance of Culture…what does it all mean?

Cultural Capital is the new competitive advantage


”Winds”

Reason, Logic

”Currents”

Spirit,

Emotions

Plans, Vision,Strategy, Goals,

Structure, Systems

Habits,Attitudes, Traditions,Prejudices,

Patterns,Feelings,

Fear,Values,Beliefs

“Culture eats strategy for breakfast”


When Leaders Transform the Organisation Transforms

A whole system approach calls for actions in all four dimensions at the same time

COLLECTIVEINDIVIDUAL

OBJECTIVE

SUBJECTIVE

CharacterActions and

Behaviours

of the Leaders

PersonalityValues and Beliefs

of the Leaders

CultureValues and Beliefs

of the Organization

Source: K Wilber – Integral Model “A Brief History of Everything”

Environment

StructuresActions and Behaviours

of the Organization

2 4

1 3


How are you, as a Leader, consciously creating your culture, or do you have a

default, unconscious culture?


“Bringing your values to work”

Values, Beliefs and Behaviours

Choose one value that is important to you.

What is your belief about how this value supports

work-life?

What behaviour(s) do you exhibit relative to this

value?

1.) Fairness Everybody wants to be treated fairly and given equal opportunity.

If someone requests the desire to work from home, there is open dialogue about the request and suitability of the position.

2.)

3.)


ABCs of High Performance

• Awareness through measurement

If you can measure it you can manage it

• Belongingness through engagement

Connecting the head and heart, intellect and emotions

• Commitment through alignment

Creating a shared vision and values


Whole System Transformation Evolution

A whole system approach calls for actions in all four dimensions at the same time

COLLECTIVEINDIVIDUAL

OBJECTIVE

SUBJECTIVE

Source: K Wilber – Integral Model “A Brief History of Everything”

Environment

2 4

1 3

Mission

Alignment

Structural

Alignment

Values

Alignment

Personal

Alignment

CharacterActions and

Behaviours

of the Leaders

PersonalityValues and Beliefs

of the Leaders

CultureValues and Beliefs

of the Organization

StructuresActions and Behaviours

of the Organization


Who would you like to have as your leader?What the best leaders focus on: Values that create internal cohesion

1. commitment2. control (L)

3. ambition4. result oriented5. demanding (L)

6. experience7. goal oriented8. authoritarian (L)

9. humor/fun10. power (L)

1. commitment2. positive attitude3. accessible4. teamwork5. trust6. integrity7. accountability8. customer satisfaction9. enthusiasm10. fair

How Maria sees herself? How do others see Maria?

Internal Cohesion

Self-Esteem

High entropy

Leaders (21% +)

Low entropy

Leaders (0-6%)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

10 Leaders’ Values Leaders’ Demonstrated Values

Matches3

Are we demonstrating the right leadership values, beliefs and behaviours as a leadership team ?

integrity 5 5(I)

making a difference 5 6(I)

demanding (L) 4 2(R)

excellence 4 3(I)

inspiring 4 5(R)


Orange = Values match P = Positive I = IndividualL = Potentially Limiting R = Relationship(white circle) O = Organisational

S = Societal

client impact 9 3(O)

commitment 9 5(I)

accessible 8 2(R)

integrity 7 5(I)

accountability 6 4(R)

trustworthy 6 5(R)

excellence 4 3(I)

honesty 4 5(I)

reliable 4 3(R)


vision 4 7(I)

PL= 5-1 | IROS (P)= 3-1-1-0 | IROS (L)= 0-1-0-0 PL= 11-0 | IROS (P)= 5-4-2-0 | IROS (L)= 0-0-0-0

Example of a Group Leadership Assessment Plot


Benefits of ABC: A Clear Roadmap

A collective view of what’s important

• Shifts the dialogue from us/them to we

Identifies strengths of your organization

• Allows you to build on and foster the positives

A quantitative health index - % entropy

• Names what is causing waste and energy drain

• Antidote is provided

A shared vision for moving forward

Identifies alignment/misalignment

• Points to what you need to do to create the desired culture


“Consciousness is the tool and object of change”

Diana Whitmore


Where do you begin…

Personal Values Assessment

www.CultureLeadershipGroup.com

www.aAdvantage-consulting.com

http://www.valuescentre.com/products__services/?sec=personal_values_assessment_(pva)

http://www.cultureleadershipgroup.com/

http://www.aadvantage-consulting.com/


From vision to results

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