motivating and engaging leadership to drive enterprise...

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© 2016 Aerojet Rocketdyne, Inc.

Motivating and Engaging Leadership to Drive Enterprise Culture Change Focusing on the

Relentless Pursuit of Excellence

23rd Annual Conference on Quality in the Space and Defense Industries

Glenn E. Blazek, Specialist Engineer



March 7-8, 2016



Presenter Introduction

1 March 7-8, 2016

2013 – Present Aerojet Rocketdyne Specialist Engineer, E-Learning Developer

2006 - 2013 United Technologies (Fortune 500) Training Specialist, Quality Engineer

2001 - 2006 Boeing (Fortune 500) Computer-Based Training Programmer, Systems Analyst

2000 - 2001 Blue Cross Blue Shield Training Simulation Consultant

1999 - 2000 LandAmerica (Fortune 500) Computer-Based Training Developer, Software Product Manager

1991 - 1999 Virginia School of Technology Instructor, Campus Administrator

M.A. Education (Adult Education and Training) M.S. Computer Information Systems J.D. (Law)

Glenn E. Blazek



Presentation Background: Why are we here?

2 March 7-8, 2016



Learning to Know vs. Learning to Do

Training Myth of the Past

From Gutenberg to Google, the old model of training that was disconnected from real-world practical experience has been: read and remember.

Real Life

What is the training method having almost universal recognition as directly impacting learning and retaining knowledge as well as skillsets?

Hints:

_____ makes perfect.

_____ is the best teacher.

HOW you learn determines how well you learn.

3 March 7-8, 2016



Taking the Road Less Traveled . . .

Pedagogy

The methods and techniques to train children.

The teacher transfers knowledge to a child as the child lacks at his\her age sufficient understanding and\or experience.

Trainees have nothing to do with creating new knowledge, their role is to blindly receive what they are told is the best way developed by someone else who is somewhere else disconnected from the varying real-world situations of trainees. Everyone knows the path is: Read and Remember.

Andragogy

The methods and techniques to train adults.

Experiences (including mistakes) provide the basis for learning activities.

Learning activities should take into account the wide range of differing learner experiences as well as diverse learner backgrounds.

4 March 7-8, 2016



What Kinds of Things Might Other People Do To Transform Enterprise Culture and How Do They Do It? Facilitation vs. Training

Facilitators need to continually work to sustain total participant engagement and peer-to-peer sharing. All engagement, even negative engagement, is good. As long as people are engaged along the way, by the end there will be change.

Example 1: Name tents are required to be filled out with both first and last names. When participants have left the room during all lunch breaks and at the end of Day 1 the name tents are mixed up to maximize team learning interactions based on a diversity of participant backgrounds and experiences. Participants only self select to join a team of “people who think like me” and “people I like” during the morning of Day 1. Never again. Regularly changing team compositions also helps to sustain focus. To skip this step is to guarantee that one or more teams will disengage over time.

Example 2: For most of the exercises to be effective, a lot of focused brainstorming has to occur within teams. Facilitators continually have to go team-to-team, table-to-table, to monitor team progress and to prod participants from time to time to question initial conclusions and to go deeper.

Example 3: You must prevent participants from becoming unengaged during any part of the journey. How can you get people to be fully engaged working a Product Life Cycle?

• Step 1: Have table teams compete against each other for the most responses.

• Step 2: Provide prizes for the two winning teams in the workshop.

You cannot let participants sit back and disengage during any section before getting to the punch line. If disengagement is allowed it will snowball.

5 March 7-8, 2016



Facilitation vs. Training - Learning by Doing - Total Engagement

Facilitators need to continually work to sustain total participant engagement and peer-to-peer sharing. All engagement, even negative engagement, is good. As long as people are engaged along the way, by the end there will be change.

Example 4: From time to time you’ll see a team spokesperson instruction that selection be by “serial round robin” a\k\a team participants must take turns and rotate the out briefs. It is essential that everyone be hard wired to participant, with no exceptions at all.

While facilitators continually work to sustain total participant engagement, there are two specific times where you need to be especially vigilant.

Before the Session Begins: As participants start coming in before start time, it is critical to get to know them and establish a personal connection. If you start the training and you’re not viewed as a person they “know” but instead a nondescript corporate spokesperson participants could be tempted to take out their frustrations against you. Establish yourself as someone they know to some degree in casual conversations before the workshop starts.

Before Complex Incident Investigation Simulations Begin: Ask “Raise your hand if you have not worked a cause network before. If you have participated in working a cause network, do not raise your hand.” Change the teams around using people who did not raise their hands to make dead sure each table has at least one person who has previously worked a cause network incident investigation. There is preliminary root cause training provided, but it’s not the one to two to three days of focused training some people had before they starting working cause networks. An experienced person can help bridge the gaps for this to work.

6 March 7-8, 2016

Team Outbrief Spokesperson Selection by

Serial Round Robin



How do you really change beliefs? How do you not change beliefs?

7 March 7-8, 2016

Two Team Spokespersons:

1) Disagreement Outbrief

2) Agreement Outbrief

Paul O’Neill: “After I’d been there about

four months, I got a telephone call in the

middle of the night saying that an employee

in one of our extrusion operations outside of

Phoenix, Arizona, had been killed.

And so, I asked for the leadership chain to

come the next day to Pittsburgh with all their

diagnosis so that we could understand what

had happened . . . . after the briefing had

been done, I said to the assembled chain of

leadership, ‘We killed him.’ ”

"Now, my belief about leadership responsibility and accountability, you don’t have to be present. If

you’re supposed to be the leader of an organization, everything and anything that goes on inside its

boundaries, you’re the owner, because either you didn’t select the right people, or you didn’t create

the right kind of processes or you didn’t create the right kind of understanding, the leadership owns

it at every single level.”

"Caring isn’t enough. Caring is not nearly enough. I’ll show you lots of organizations where

people are still crying about fatalities that happened five years ago. It’s okay to do that, but it

doesn’t matter at the end of the day in making sure it never happens again. . . ."

Retrieved from: Public speech given by U.S. Secretary of the Treasury Paul H. O’Neill to the Conference on Workplace Safety delivered on March 30, 2001.



How do you really change beliefs? How do you not change beliefs?

8 March 7-8, 2016

Each team pick one card.

One perspective is on the front, one on the back.

• Safety is our top priority. • People are our most important asset. • Management, when providing everything required and requested

by employees, sets a world class safety culture. • Safety is what you do when no one is watching. • The only thing that really matters in business is results. Metrics

by dashboard displays or data displays are the means to fulfilling this noble purpose. Everybody knows if you can’t measure it, you can’t manage it.

• We want every employee to go home in the same way as they came into work.

Team Outbrief

Spokesperson by

Serial Round Robin

Which perspective does your team agree most closely

demonstrates a world class safety culture? Why?



Getting Traction for Engagement by Scaffolding

9 March 7-8, 2016



Motivating Change: How do you get leaders to take a hard look in the mirror

to see their need for change . . . especially if what they might see is painful?

10 March 7-8, 2016



Being the right catalyst for a multi-year effort required for culture change . . .

11 March 7-8, 2016

To change culture, you’ve got to work the

reverse sequence. You intentionally create

the behaviors that end up being the

solutions to the problems you face that

create new assumptions.

Feasible Behavior: You can do it.

Ascensive Behavior: It improves things.

Visible Behaviors: People can see it.

Duplicable Behavior: People can

copy it. Otherwise it will not

become a cultural pattern.

Progression to Change Culture

The sequential steps analyzing pre-existing

culture:

Assumptions: How to survive

Norms: Good vs bad

Values: Right vs wrong

Artifacts: Visible behavior

Used by permission granted 02.10.2015: Ed Muzio, author of Make Work Great and Four Secrets to Liking Your Work.



It’s Your Turn Now . . .

Returning to the Foundation Where We Began: Andragogy

The methods and techniques to train adults.

Experiences (including mistakes) provide the basis for learning activities.

12 March 7-8, 2016

Learning activities should take into account the wide range of differing learner experiences as well as diverse learner backgrounds.

What are your thoughts, experiences, and backgrounds on bringing about transformative enterprise change? What works? What doesn’t work? Why?

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