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Employeeship - The foundation for higher performance Leif Christiansen

Agenda 1.Why is employee engagement important? 2.What describes a High Performance Culture? 3.How to measure the organizational culture? 4.Using the cultural measures to improve performance 5.Leadership and Employeeship - what’s the difference? 6.How to create strong Employeeship?

1. Why is employee engagement important?

What are you doing?

The old style of Delegation of responsibility does not work in todays business world Manager Employee Plan Do..where change is the only constant we have and where continous improvement is our focus

We need to extent our cooperation to partnership Manager Employee See Think Plan Do Team

2. What describes a High Performance Culture?

What is Culture? The collective programming of the mind ( values, beliefs and behaviors ) which distinguishes the members of one organization from another

Beliefs, Values & Behaviors ania 10 Behaviors (Attitude) Beliefs Values

Values-driven organisation All organisations are values-driven... The critical question is whether the values are conscious shared & lived or not.....if the values are supporting the vision and mission of the organization or the opposite.....

High performing culture Vision & Mission Alignment Value Alignment Leadership Alignment Structural Alignment EMPLOYEESHIP

EMPLOYEESHIP

Values Behaviors Collective Individual Culture Group values and beliefs “Company Values” “Best Man for the job” Character Individual actions and behaviors “A unique individual” Personality Individual values and beliefs “Fulfill our Mission” Social Structure Group actions and behaviors Values Alignment Structural Alignment Personal Alignment Walk the talk Vision & Mission Alignment Involvement and Empowerment Team Spirit Processes & Procedures

3. How to measure the organizational culture?

© 2006 Richard Barrett –

Seven Levels of Consciousness Spiritual Mental Emotional Physical Transformation Service Making a Difference Internal Cohesion Self-Esteem Relationship Survival Human Needs Human Motivations

The Seven Levels of Consciousness SURVIVAL PURSUIT OF PROFIT & SHAREHOLDER VALUE Financial stability. Employee health and safety. RELATIONSHIP ORGANIZATIONAL RELATIONSHIPS Interpersonal relations, employees, customers etc. SELF-ESTEEM BEING THE BEST. - PROFESSIONALISM Productivity, efficiency, quality, systems and processes. TRANSFORMATION CONTINUOUS RENEWAL Learning and innovation. Organizational growth through employee participation. INTERNAL COHESION DEVELOPMENT OF CORPORATE COMMUNITY Positive, creative corporate culture. Shared vision and values. MAKING A DIFFERENCE PARTNERSHIP WITH EMPLOYEES CUSTOMERS & THE LOCAL COMMUNITY Strategic alliances. Employee fulfillment. Environmental stewardship. SERVICE SERVICE TO HUMANITY Long-term perspective. Vision Future generations. Ethics. Positive Focus / Excessive Focus Exploitation. Over-control. Manipulation. Blame. Bureaucracy. Complacency

Full-Spectrum Consciousness Service Making a Difference Internal Cohesion Survival Relationship Self-Esteem Transformation Long-term Viability Collaboration Shared Vision Continuous Improvement Best Practices Customer Satisfaction Financial Stability

1. client satisfaction 2. client collaboration 3. integrity 4. teamwork 5. humor/fun 6. quality 7. balance (home/work) 8. financial stability A Tale of Two Cultures 1. blame L 2. short term focus L 3. internal competition L 4. buck passing L 5. risk averse L 6. customer satisfaction 7. information hoarding L 8. profit Smooth Sailing Sinking Ship

4. Using the cultural measures to improve performance

February 2007Cultural Transformation Tools Values Assessment LEGEND Underline = PV & CC matchP = Positive I = Individual Red = PV, CC & DC match L = Potentially LimitingR = Relationship Red = CC & DC match (hollow dots)O = Organizational Blue = PV & DC match S = Societal 1. results orientation (219) 2. bureaucracy (211) ( L ) 3. profit (209) 4. customer satisfaction (179) 5. being the best (177) 6. uncertainty (171) ( L ) 7. continuous improvement (158) 8. goals orientation (155) 9. organizational growth (139) 10. achievement (136) PL = 10-0 IROS (P) = IROS (L) = Matches 1. customer satisfaction (226) 2. reliability (197) 3. continuous improvement (172) 4. employee recognition (172) 5. professionalism (171) 6. clarity (166) 7. quality (164) 8. honesty (156) 9. adaptability (152) 10. open communication (135) PL = 10-0 IRS (P) = IRS (L) = Matches 1. honesty (292) 2. reliability (262) 3. adaptability (198) 4. humor/fun (197) 5. perseverance (191) 6. enthusiasm (173) 7. responsibility (171) 8. listening (157) 9. respect (157) 10. cooperation (155) PL = 8-2 IROS (P) = IROS (L) = Matches Personal ValuesCurrent Culture ValuesDesired Culture Values

Personal Values Current Culture ValuesDesired Culture Values CTS = CTS = CTS = February 2007 Cultural Transformation Tools C T S Values Distribution Entropy = 5%Entropy = 22%Entropy = 2% C = Common Good T = Transformation S = Self-interest Positive Values Potentially Limiting

Develop Objectives and KPIs 1.Define Perspectives 2.Define Critical Success Factors (CSFs) for each perspective 3.Define measures (KPIs) 4.Define targets Societal Contribution Finances Fitness Evolution Client Relations Culture Business Needs Scorecard

VALUES MANAGEMENT Business Needs Scorecard Values Alignment Mission Alignment Structural Alignment Personal Alignment VALUES MANAGEMENT Integral Culture Scorecard (4 Critical Success Factors) Culture

5. Leadership and Employeeship what’s the difference?

What is the role of a good leader/manager?

What is the role of a good Employee?

6. How to create strong Employeeship?

PersonalValues Company Values Telling about the values of the company will not change our natural behavior and attitude at work Employees have to feel the values “what’s in if for me” and relate to their personal values

Service Making a Difference Internal Cohesion Survival Relationship Self-Esteem Transformation The significant problems we face cannot be solved at the same level of thinking that created them. -Albert Einstein

Internal Cohesion Consciousness Cohesion Connection Staff Engagement

Creating a High Performance Culture through Employeeship 1.Creating leadership consciousness 2.Committing the leaders – “walk the talk” 3.Developing Values driven Procedures, Processes and Norms 4.Creating Consciousness and Commitment by the employees

Implementing High Performance Culture by: Company Mission, Vision and Values Leadership commitment and training/coaching Customer Service Standards Clear objectives - MBO, KPI’s, KSF’s KaiZen/Lean – constant improvement program Employeeship mobilization workshops Employeeship program by internal trainers

Typical Employeeship topics Self-insight Responsibility Loyalty Personal communication Service Group dynamics Business perspective Cooperation Human Balance Commitment Respect Improvements Initiatives Quality Employeeship – The personal engagement  Creating consciousness among all employees  Strengthening personal relations, satisfaction and involvement through the whole company  Monthly meetings based on employee dialog, true openness and trust.  Intensive program for all employees with trainings in small groups of employees  One session per month hours in the company  Facilitated by the company’s own internal trainers

Employeeship - The foundation for higher performance Leif Christiansen Thank you and good luck creating