david peake cmi july 2012 event
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David Peake\'s slides on Employee Engagement from our recent CMI Vic Event.TRANSCRIPT
“Engaging people in workplace change…”
July 26th 2012David Peake
“Research now suggests that any leadership or
motivational approach that does not consider the
underlying cultural patterns of its country is very
suspect”
Dr John Evans. PhD Psychology.
Engaging people in workplace change…
Talk about…
•Culture
•Background to the Australian Leadership Archetype Study
•Insights for engaging people and leading change
•Diagnostic tool
Engaging people in workplace change…
Levels of Culture
Visible: Thinking Processes PoliciesEspoused Vision Espoused Values Espoused Strategies and Plans Dress Code
Invisible: Feelings Patterns of trustCo-operations Emotional history Actual values in practice Undiscussables Games and politics
THE CORRIDOR CONVERSATIONSGRAPE VINE
EMOTIONAL IMPRINTS
ATL
BTL
Technical
Articles - Memorandum and Association
Engaging people in workplace change…
Levels of Culture – Background
• Everything has a technical, formal and informal meaning that
is culturally specific. E.G. A wine glass.
• We listen through our technical lens- but we interpret the
world through our emotional lens.
• Culture is transferred through an imprinting process that
happens in the first 5 years of life.
• Effective leadership and engagement must consider the
emotional imprints that are uniquely Australian.
Engaging people in workplace change…
Quality in Japan means perfection
Quality in Germany - it meets the standards
Quality in France means luxury
Quality in America means it’s big and it doesn’t break!
Insights drawn from a number of studies, including:
American Quality Foundation examining the issue of
“Quality” at a “below the line” level: AT&T, 3M, GMH,
Disney, Maryland Bank of North America, Metropolitan
Life participated
Engaging people in workplace change…
In Australia, Quality means……
1. It works, so it must be OK……(functionality)
2. If I like you, I give you quality…its about quality of relationship first and foremost…
3. Total Quality Control..!!!
Critical Study into Leadership in Australia:
Shell, Westpac, Energy Australia, Telstra, Cultural
Imprint participated. Sample of 500 people.
Appropriate leadership style for Germany, Japan,
USA may be inappropriate in Australia.
Many leadership styles of other nations such as the
USA, have almost the direct opposite effect on people
than what was intended.
We are not “mini Americans” .
Engaging people in workplace change…
Survivor
Detached Only the minimum“Quit & stay” -mask“Play the game”
OK’ish
OpenClosed
Bruised
Prisoner
“Stuck” - “Pissed off!”Saboteur - Spanner in the back pocketHigh Stress
Whinger
InsecureLanguage of exclusion -“They, them, the system, the boss, HQ…..”“generalized knock!”
Volunteer
Discretionary effort“Full on”Language of inclusion“Us, we, together”
Creating Volunteers (Followers) OZ Model
A Top 4 Major Bank
Customer service staff handling customer problems -
6 pro-forma letters
No power to solve the actual problems
Changed a “B” to a “W” and send out 2000 letters
signed with:
“Thank you for _anking with us”!
OK’ish
OpenClosed
Bruised
Energy goes into:
“Playing the game”Looking good Going nowhere Compliance
Making the organisation payStuffing up the system
Getting others tobuy into the whinge –Getting conscripts
The task – going the extra mile
1. In “Volunteer” mode we are unstoppable. In “Survivor” mode we are immovable.
2. It takes one-tenth the energy to lead an organisation through times of growth and
change if it is in “volunteer” mode.
3. People always start in Volunteer, and through a process of erosion of identity,
they disconnect emotionally.
4. If your people are not in Volunteer, it’s a direct response to your organisation’s
leadership style and culture. (as demonstrated by your leadership team..)
Engaging people in workplace change…
Creating Volunteers…A glimpse.
To Care, To Feel
To Build Bridges
To Undermine – No Bridge
Not Care,Not feel
The Bridge
Silly Old B$%#...d
Good BossBad Boss
True Blue Aussie Leader
B$%#……d!
P28+ handout
A BRIDGE + CARE
1. Care and the importance of Identity.
Today Tomorrow
The Bridge
Engaging people in workplace change… Who
What
Identity….acknowledge “Who and What”
Know me personally - Shopping test
Kids, partner, interests, footy team
The role I play in the organisation
The achievements that I contribute and have contributed
Relationship is about identity and identity is about recognition
Recognition is about acknowledging who I am and what I do
The G’day factor
Identity….“Honouring the Past”
Acknowledging past efforts is vital for maintaining people’s feeling that their
contribution and effort is valued.
It creates the springboard for maintaining engagement for the new change. Bring
forward and work with what’s gone before.
Failure will result in people moving into survivor…pretending to be engaged. Lip
service.
So, “in with the new and out with the old” doesn’t work.
Critical in mergers or for new CEO’s…keeping people during a merger or change
process and preventing staff churn or zoning out is all about maintaining
identity…
2. Bridge: The importance of a meaningful vision.
Engaging people in workplace change … Who
What
Where
Why
Today Tomorrow
The Bridge
Identity
Honour the Past
“The impossible Dream” Archetype –
• You can become the President of the United States..
• You hit the home run to win the world series..
• You get the touchdown with one second left on the clock..
• The ugly guy gets the gal…
You fail, fail and fail a few more times, then you overcome…
The greater the adversity, the better the win…
Its not about identity…its about triumph over disaster.
The “impossible dream” story tends to set off our very refined B..S.. Detectors!
The “impossible dream” story
“The impossible Dream” Archetype –
BEING WORLD CLASS…
DOMINATE THE PLANET
BEING NUMBER 1
BEING THE BIGGEST
ONE BILLION DOLLARS!
In “strategy world” this translates into…..
“The impossible Dream” Archetype –
Nothing wrong with these as goals or measures…..
They are all noble causes….
Except they don’t motivate Australians in their own
right…
Vision –
Where and Why
Australians are motivated by ethical, moral, social or community cause….
We need a “compelling why” to emotionally buy into the vision. Yes, we need
the “logical why”(facts, figures, numbers) but also we need the “emotional why”.
If you can wrap your strategy around a social and/or community contribution,
Aussies are are much more likely to follow you and buy into your plans…
Vision must be concrete, so each level can see how they fit in – individual,
team, organisational level. “What I need to stop/start/keep doing is …”
So, does it pass the Bar-B-Queue test? (and your B.S. meter…)
Vision –
Where and Why – Keys
The “impossible dream” story tends to set off our very refined B..S..
detectors! (if not above the line, then below the line…)
Whilst we recognize numbers and targets are vitally important, they are
only a consequence of strategy achieved e.g. profit, market share etc.
They are great measures but are lag indicators..
The “how” counts - maintaining relationships and preserving identity are
just as important as reaching the goal. It can’t just be about “the task”.
And this is is why many performance management systems fail – you
have to measure inputs (supports) not just outputs. (numbers)
3. Bridge and Care: The importance of support.
Today Tomorrow
The Bridge
Identity
Honour the Past
No Fail First Step
Safety Net
Structure and Process
Engaging people in workplace change… Who
What
Where
Why
Structure and safety nets: “No Fail”
Australians do not like to fail. Its about “not letting our mates down”.
As a leader, you need to create a detailed bridge to the other side
and show them how they “fit in”, and how you will walk them across
the bridge. This is about structure, step by step, process, goals,
roles.
You have to build a safety net so people are not left “swinging in
the breeze” - so they can’t wipe out. A “no fail first step” NFFS.
“Safety net” includes training, access to management, systems,
processes, freedoms, boundaries, budgets, authority, backups.
(AND no “white anting”, back stabbing, undermining, scheming,
playing politics or failing to build me a bridge…)
4. Bridge and Care:
The importance of “Captain Coach”.
The Captain-Coach…
• Supports and nurtures through difficulties.
• Acknowledges each employee personally-
– “who and what”
• Helps others add, grow, evolve their sense of self-worth.
• Guides and supports to ensure no fail.
• Diffuses crises by creating context.
• Develops confident mature people.
• Focuses on how to achieve results. (processes)
The Captain-Coach…
• Helps to create maps, goals and causes.
• Rolls up sleeves and helps out.
• Is sincere and direct.
• Creates order, structure and stability by:
– explaining reality
– defusing crises
– giving clear, specific instructions
• Is close enough to have respect but….
• Separate enough to hold the tough discussions…
The Captain-Coach…
Trust = Transparency
In particular, around:
• Information
• Decisions
• Processes
Today Tomorrow
The Bridge
Identity
Honour the Past
No Fail First Step
Safety Net
Structure and Process
Engaging People in workplace change… Who
What
Where
Why
Captain-Coach
Own, organisational and Public good
The Captain-Coach…
Tall Poppy, sacrifice
Organisational, Own and Public Good need to be in balance
Tall Poppy Syndrome…
Anyone drive a Porsche?
Your success detract from my identity, so I cut you down to make me
feel better about myself….
…unless you give back to the community eg “Bondy”
Sacrifice. We follow leaders that go into bat, lead by example, roll up
the sleeves, take the heat for the team. Don’t follow leaders who put
self interest first.
Pressure for Change
Clear Shared Vision
Capacity for Change
No Fail first steps
LeadershipReward &
recognition =
Bottom of the Box
Clear Shared Vision
Capacity for Change
No Fail first steps
LeadershipReward &
recognition
Pressure for Change
No Fail first steps
LeadershipReward &
recognition
Pressure for Change
Clear Shared Vision
Capacity for Change
LeadershipReward &
recognition
Pressure for Change
Pressure for Change
Clear Shared Vision
Clear Shared Vision
Capacity for Change
Capacity for Change
No Fail first steps
No Fail first steps
Leadership
Reward & recognition
A quick startthat fizzles
AnxietyFrustration
Haphazard efforts
false starts
Go back to the
old ways
Cynicism& distrust
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Symptoms of Missing Elements
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Q: how many psychologists does it take to
change a light bulb?
A: The answer is 1, but the light bulb has got to
want to change.
It’s the role of leaders to create the conditions for
the light bulb to change
