Key Principles and Best Practices Wendy Heckelman PhD 2703 Cypress Manor Suite 100 Fort Lauderdale FL 33332 9543850770 wendywlhconsultingcom wwwwlhconsultingcom Your Presenter Dr Wendy Heckelman ID: 1041799
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1. Driving Cultural TransformationKey Principles and Best PracticesWendy Heckelman, Ph.D.2703 Cypress Manor Suite 100Fort Lauderdale, FL 33332954-385-0770wendy@wlhconsulting.comwww.wlhconsulting.com
2. Your PresenterDr. Wendy HeckelmanFounder and President of WLH Consulting, Inc.20+ years of consulting experienceManaged large scale change projects related to mergers, structural re-organizations, and field force expansions2
3. Some of our Clients3
4. Key Areas of FocusStrategy Development and ExecutionStrategy FormationSenior Team AlignmentExecution Planning and ImplementationMergers and AcquisitionsBusiness Planning and Resource AllocationBusiness Performance ImprovementBusiness DiagnosticsOrganizational Design and EffectivenessProcess ExcellenceCultural Transformation and Change ManagementHuman Capital StrategyLeadership DevelopmentCompetency Models and ToolsTalent and Development PlanningEngagement and RetentionLearning Strategy and Curriculum DesignBlended Learning Solutions4
5. Cultural Change – What does it take?5
6. Opportunities to Drive Cultural Transformation Merger/IntegrationExpansion/Spin-offOrganizational RestructuringOrganizational Shift in Direction 6
7. Cost / Benefit Analysis for Using Cultural TransformationImproved alignment with organizational goalsClarity on roles/responsibilitiesBehavior ChangeAchievement of ResultsGreater chance of failure in achieving desired changesPotential for chaosLess employee engagementUSINGCULTURAL TRANSFORMATIONNOT USING CULTURAL TRANSFORMATION7
8. Polling Question8When undergoing a large-scale change and cultural transformation initiative, what is the most important critical success factor?Senior leadership vision and commitmentA well designed implementation cascadeMaking a case on why the change is neededManagement accountability for driving changeA communication plan
9. Best Practices for Driving Cultural ChangeCulture Change Takes Place More Effectively When Worked at Three Levels : Organizational, Team, and IndividualCulture Change is Accelerated by Connecting Individual Beliefs to Organizational ResultsCulture Change Requires a Planned and Disciplined Implementation CascadeCulture Change is Accelerated by using a “Leader-led Learning” ApproachTechnology should be Leveraged for Communications, Measurement, and Reporting Successes Related to Cultural Adoption and Transformation9
10. I. Culture Change Takes Place More Effectively When Worked at Three Levels: Organizational, Team, and IndividualDefine andPrioritize the DesiredCulture (Vision, Values, and Core)Build Commitment to Purpose, Mission, and ValuesPowerfully Cascade, Reinforce, and Adapt Over TimeTranslate Strategic Goals to TeamResponsibilitiesBuild High PerformingTeamsAddress Impact of the Changes to Work and the TeamOrganizationAddress “Me”IssuesClarify Roles, Responsibilities, and Desired BehaviorsReward and Reinforce Excellence for Desired Behaviorsand ValuesTeamIndividual Leader and Colleague10
11. I. Culture Change Takes Place More Effectively When Worked at Three Levels: Organizational, Team, and IndividualWhat must be retained?What needs to change?What are the core Values and Beliefs?How will these be cascaded, reinforced, and adapted over time?Defining the Desired CultureDefine and Prioritize the Desired Culture (Vision, Values, and Core)Build Commitment to purpose, mission, and valuesPowerfully Cascade, Reinforce, and Adapt Over TimeOrganization11
12. How can the team work together to support strategic goals?How do the changes taking place impact the team?Core responsibilities?Team functioning?Team interactions?Building Buy-in at the Team LevelTranslate Strategic Goals to TeamResponsibilitiesTeamBuild High PerformingTeamsAddress impact of the changes to work and the teamI. Culture Change Takes Place More Effectively When Worked at Three Levels: Organizational, Team, and Individual12
13. How will change impact the people in the organization?What needs must be addressed?Are roles and responsibilities clearly defined?What competencies are important?How will employees be rewarded for demonstrating desired behaviors?What happens when results are achieved, but individual behavior is inconsistent with the desired culture and values?Building Buy-in at the Individual LevelAddress “Me”IssuesClarify Roles, Responsibilities, and Desired BehaviorsReward andreinforce excellence for desired behaviorsand valuesIndividual Leader and ColleagueI. Culture Change Takes Place More Effectively When Worked at Three Levels: Organizational, Team, and Individual13
14. What beliefs do individuals have about your organization?Do these beliefs “match” the stated values of the organization?What can be done to shape these beliefs?Changing Culture means changing individual’s beliefsII. Culture Change is Accelerated by Connecting Individual Beliefs to Organizational Results14
15. B = Beliefs define what a person values, prioritizes, and motivates whatthey do and whyBeliefsE = Experiences help to shape beliefsExperiencesA = The beliefs people hold cause them to act and behave in a particular wayActionsR = What people do (how they act) causes an outcome/resultsResults*Roger Connors, Tom Smith.Journey to the Emerald CityUsing the “BEAR Model” to Shape Culture15
16. Without AlignmentWith AlignmentBeliefsExperiencesActionsResultsWhy Do Typical Transformation Efforts Fail Or Are Not Sustained? BeliefsExperiencesActionsResultsLack of Alignment Between Culture and Results16
17. Transformation Efforts Are Successful When There is Alignment Between Beliefs and ResultsBeliefsExperiencesActionsResults17
18. III. Cultural Change Requires a Planned and Disciplined Implementation CascadeSenior ExecutivesBusiness Units(Leadership Teams)Director and Management Management to Employee Cascade18
19. III. Cultural Change Requires a Planned and Disciplined Implementation CascadeDesign tools for managers to workshop with their teams:Experiences and ActionsTeam Engagement Rules“Cultural change” Play bookBuilds buy-in across the organizationDevelops specific action plans that are “within any given team’s control”Creates and aligns on clear team performance metrics and measurementsOUTCOME19
20. IV. Cultural Change is accelerated by using a “Leader-led Learning” approach20Hold leaders accountable for driving culture changeProvide leaders with tools to drive change and address resistanceDesign specific modules and programs on cultural adoption and business strategy that leaders can conduct with their teamsReward and Recognize leaders who drive culture change
21. V. Technology should be Leveraged for Communications, Measurement, and Reporting Successes Related to Cultural Adoption and TransformationUse various technology platforms to communicate approach and track progress:Intranet to share best practices, communicate successesWeb-based surveysDistance learningShare DrivesDevelop and deploy simple measurement tools to monitor progress of cultural adoption:Well constructed, yet simple surveys and feedback reportsBaseline and ability to pulse to measure and report changeAllow for roll-up of team data to create an organizational pictureStart with a baseline and ensure monitoring over time21
22. Tips to RememberGain commitment and support from senior leadersDedicate time and resources to culture related activities; especially during times of major changeThink through an implementation plan that addresses organizational, team, and individual needsCommunicate, and then communicate some moreReward, Reinforce, and Celebrate Success22
23. Questions & Comments
24. WLH Consulting, Inc.Background Information24
25. WLH TeamOur team combines the diverse expertise of:Ph.D. industrial/organizational psychologistsExperienced consultants with 20+ years experience partnering with clients to develop strategies, engage in process reengineering, and mutually execute business solutionsExperts in developing comprehensive human capital strategies and toolsDesigners and developers of integrated, blended learning systemsSkilled facilitators who help participants successfully manage change, identify issues, and resolve problemsTrained project managers for large scale client initiativesUnique talents + Collaborative expertise = Breakthrough Results25
26. CollaborativeWe partner to implement streamlined, customized, and efficient solutions that deliver resultsWe rely on proven methods for data collection, statistical analysis, and sophisticated organizational development modelsScientifically Rigorous Client-Centered We take pride in "going the extra mile" to ensure that change initiated becomes change sustainedWLH AdvantageHighly AdaptiveOur flexibility allows us to adjust to changing needs throughout each engagement or project life cycle26
27. Partnered with senior leaders to define the organization’s Vision, Values, and Core Beliefs with a corresponding change management strategy:Translated leadership’s vision for how organization needed to evolve to meet strategic goals Created a concrete business execution and change management strategyDeveloped process and approach to powerfully cascade and engage others in the definition process to ensure buy-inWorked with Learning and Development to ensure resources can be deployed consistentlyDeveloped a “toolkit” for Managers to use when facilitating sessions that resulted in teams’:Identifying priorities Developing specific action plans for process improvements “within any given team’s control”Defining and aligning on team performance metrics and measurementsOperationalizing how changes impact how the team operatesIdentifying where senior leader support is criticalCultural Transformation Sample Case27