Navigating through the Culture Conundrum
to Lead Change in the Public & Private Sectors
ARLYNE ARANDA CLARK & JESSIE BELL North Highland Worldwide Consulting
In This Session
Introductions
Let’s Get on the Same Page
Check Point
Leading the Leader: Advising through the 3C’s
Tips & Tricks to Consider
Key Takeaways
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Introductions
Raise your hand if you… N Are accountable for leading or sponsoring a change initiative N Are responsible for supporting a leader or sponsor of a change initiative (internal or external) N Work in the Public Sector N Work in the Private Sector Share a word or phrase that best describes the organizational culture of the environment you’re currently working in
….
Getting to know you
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Let’s Get on the Same Page
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Let’s Get on the Same Page
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What Do We Mean by Organizational Culture?
Values
Norms
Practices
Attitudes
Behaviors
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Let’s Get on the Same Page
Why Does Culture Matter in Change Initiatives?
A healthy organizational culture: • Helps enable an organization align to its mission and strategic
objectives • Assists with eliminating employee confusion about the values,
mission, behaviors, etc. • Supports appropriate alignment between leadership, managers,
teams, and individuals N Based on your experience, what are some other reasons?
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Let’s Get on the Same Page
What Do Leaders Say About Culture?
“Everything I do is a reinforcement or not of what we want to have happen culturally.” -- Steve Ballmer, Former Microsoft CEO
“…so much of what Starbucks achieved was because of [its employees] and the culture they fostered...workplace culture is not the result of any one thing. It’s a combination of intent, process, and heart, a trio that must constantly be fine-tuned.”
-- Howard Schultz, Starbucks CEO
“Culture is your company’s number one asset.” -- Ginni Rometty, IBM CEO
“Our whole belief is if you get the culture right, then most of the other stuff, like delivering great customer service or building a long-term brand or business will just be a natural byproduct.” -- Tony Hsieh, Zappos CEO
“No company, small or large, can win over the long run without energized employees who believe in the mission and understand how to achieve it.” -- Jack Welch, Former CEO GE
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Let’s Get on the Same Page
Change Leaders • Act on strategic vision • Focus on large-scale
transformation; considers the entire system and change environment
• Seek innovation and efficiency; take more risks
Change Managers • Act on directives • Focus on tactical planning
and execution for small or specific changes; project-by-project
• Leverage tools and processes to control and monitor change; risk averse
How Does Change Leadership Differ from Change Management?
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Let’s Get on the Same Page
What Influences the Leadership Conundrum? Public Sector
• Salaries funded by taxpayer dollars; public servants -- many are politically appointed
• Often influenced by existing political administration and agendas
• Workforce can have decades-long tenure
Private Sector • Compensation considers
variables such as innovation, growth targets, shareholder satisfaction, production, etc.
• Generally influenced by market / consumer demands and trends
• Workforce constantly transitioning
N Others?
Let’s Get on the Same Page
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What are Common Culture Conundrums in the Sectors?
Conservative People-Centric
Innovation-Driven Reactionary
“Mom & Pop Shop” Risk-Averse
Command & Control Execution-Focused / Process Driven
Political
Regulated
Results-Oriented
What are some examples of the organizational culture challenges
that you have experienced while working with leaders on change initiatives?
….
What’s Your Experience?
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Check Point
Leading The Leader
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Leading the Leader
What’s Your Role in Navigating through the Culture Conundrum? N You are in this session because you consider yourself to be:
A. a Consultant B. a Collaborator C. a Coach D. a Combination of Two of the “C’s” E. All of the Above!
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Leading the Leader
As A Consultant Your Role is to: • Provide expertise in specific industries,
disciplines, and/or focus areas • Provide guidance and direction in specific
business situations, objectives, and/or initiatives
Leading the Leader
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As A Collaborator
Your Role is to: • Partner to assist with problem-solving • Act as a “sounding board” in the
brainstorming process • Share applicable experiences, lessons
learned, and leading practices
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Leading the Leader
As A Coach
Your Role is to: • Help a leader understand one’s function,
capacity, and responsibilities within the context of any given environment
• Provide support, encouragement, and motivation to enable and empower one to achieve set goals and objectives
• Provide constructive feedback for continual growth
Leading the Leader
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So Now What?
Let’s look at a few ways that we, as the “3C’s”, can
help leaders navigate through some of the sector
culture conundrums
Tips & Tricks to Consider
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ü Leverage tenured employees as SMEs
ü Understand impacts of changes on employees
ü Encourage leader network with peers across the country
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Tips & Tricks
ü Leverage tenured employees as SMEs and project advisors
ü Identify resistance challenges and impacts of changes on employees
ü Encourage leader to network with similar-level peers across industry
Culture Conundrum: Conservative
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Tips & Tricks
ü Familiarize yourself with the regulatory impacts related to the initiative ü Understand roles and impacts to both individuals and internal / external stakeholder groups ü Socialize the repercussions of missing a regulatory deadline
Culture Conundrum: Regulated
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Tips & Tricks
ü Bring the right people to the table to solve the problem
ü Brainstorm desired decision outcomes prior to meeting
ü Utilize a message map to gain organizational alignment
Culture Conundrum: Political
Tips & Tricks
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ü Recognize the importance of quantification
ü Support leader in developing a business case and justifications
ü Encourage leader to document past failed projects and lessons
Culture Conundrum: Results-Oriented
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Key Takeaways
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….
Questions?
About Arlyne & Jessie
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Arlyne is an Organizational Strategist and Change Leadership Consultant with 18 years of experience leading business transformation initiatives in the public, private, and non-profit sectors. She specializes in helping complex organizations transition from legacy processes and technology toward more optimal, strategy-aligned operational environments. Arlyne is a Senior Manager and the Global Service Offering Lead for Culture at North Highland. Her client partners have included: US Army, US Navy, VDOT, MI DOT, SunTrust, CapitalOne, HP, Monster.
Jessie Bell is a management consultant with over six years of experience in supporting and leading business transformation initiatives in the public, private, and non-profit sectors. She is a Manager with North Highland and her customer partners have included: SunTrust, Pennsylvania Department of Public Welfare, Virginia Department of Social Services, and ChildFund International. Most recently, Jessie has been serving as the change advisor for a transformative enterprise initiative at the Virginia Department of Transportation.
Who is North Highland?
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We are a global consulting firm that has changed the model of how a consultancy serves its clients. We guarantee our work, hire top notch talent and work with some of the largest organizations in the world – to achieve exceptional results.
50 offices in the U.S., Europe, and Asia-Pacific
Headquarters Atlanta, GA Professionals • 2,500 worldwide • Average 15+ years
consulting experience Private company 100% employee owned Best Firm to Work For Named as a “Best Firm to Work For” every year since 2007 by Consulting Magazine
North Highland’s Divisions
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North Highland provides a growing portfolio of specialized expertise through individually branded divisions – organized into delivery models that align seamlessly to address the diverse business needs of our clients. Each division shares the common culture and values of North Highland and works together in an integrated “one team” approach to make it easy for our clients to engage services across different lines of business
CONSULTING DATA AND ANALYTICS STAFFING MARKETING
MANAGED SERVICES