1. Putting the Individual at the Center of Change
October 2010

2. Drama Slide

3. Getting the basics right3

4. Leaning into transformation
Leaning into transformation
People
Understand the differences in approaches to change
Build capability, relationships and sponsorship
Work in the real work - build engaged ownership through Action Learning
Learning
Forum, Fieldwork, Feedback
Coaching “in the moment”- demonstrating courage, challenge and stretch
OD + OE + project management + business + consulting
Discipline
Standard tools and methods
“Go and see” to understand
Go after the “good enough” solution
Mindsets (Attitudes/Behaviours)
Understand ways of change
Recognise that change starts with self
Instil a desire for continuous improvement

5. How we think as leaders influences our choice of change approach
Instructions
Frameworks
“I can manage change...”
Standard
“I trust my people to solve things with us...”
Directive
Masterful
Straightforward
Complex
Self-Assembly
Emergent
“I can only create the conditions for change to happen...”
“Launch enough and something will stick...”
Differentiated
Toolkits
A few hard rules
Transcend Partners

6. Discussion
How would you REALLY get an organisation to focus on “changing the individual” to “change the system”?

7. A few different interventions
Using an Idea Engine on key topics, e.g.
Consistency between leaders’ words and actions
Why does this area score low?
What can we do to improve?
Giving the top 200 a relevant reading assignment
Embedding Energy for Performance (E4P)
Connecting the dots across sources of data

8. Intervention #1
The Iceberg Exercise

9. Systems and structures Values, beliefs and assumptions
The tip of the iceberg is what we typically see and all we attempt to address
Ask?
Visible performance and problems: what we see and attempt to address
Events
What just happened?
Has this happened before?
What underlying circumstances created this pattern?
What is it about our way of thinking that produces these patterns?
Repeating patterns
Underlying issues and root-causes
What we don’t see, and usually don’t attempt to address
Systems and structures
Values, beliefs and assumptions
If we engage in the wrong type of problem solving we limit ourselves by only identifying ‘things out there’ as fixes and not the underlying causes at the heart of the problem

10. Teaching Smart People How to Learn Chris Argyris (HBR 1991)
Most people define learning too narrowly as mere “problem solving”
Most people look too much to the external environment for clues
They excel at ‘single loop learning’
They never learn how to learn from failure - their ability to learn shuts down at precisely the moment they need it most
Building commitment to learning is not just a matter of motivation (creating a ‘happy’ organisation)
‘Double loop’ learning is a reflection of both how people feel and how they think - like a kind of “master programme”
There is a difference between ‘espoused’ and ‘in use’ behaviour - it creates a difference between what is said and what is done
Step I: examine and change our ‘theories in use’ at the top
“If learning is to persist, managers and employees must also look inward. They need to reflect critically on their own behaviour, identify ways they inadvertently contribute to the organisation’s problems, and then change how they act.”

11. Giving “The Answer” Talking about lack of consistency between leaders’ words and actions
Idea Engine
Repeating Patterns
(Perceptions)
There is lack of transparency
Information is withheld
Managers don’t have the confidence/competence
It’s not clear who is making the decisions
Employees are trusted with tough messages
Leaders aren’t listening
Information is shared inconsistently
Communications are ineffective
Communication is superseded by more urgent matters
Systems and Structures (Ideas)
Communications cascades aren’t working
Intranet communications are mainly positive; employees want balance
Managers lack confidence to communicate in good times and bad
Reward and recognition systems are not aligned
We are not investing enough resources to develop the needed skills
People fear retaliation for speaking up
Ineffective leaders are left in role and not held accountable
Beliefs and Assumptions (Offered)
Leaders can’t handle the difficult conversations
Demonstrating vulnerability is damaging
We haven’t thought things through
We tolerate poor managers
Being liked (and nice) is more consistent with our culture than being tough and transparent
Managers don’t think their employees can handle bad news
Consistency doesn’t really matter
Feelings aren’t valid data

12. Energy for Performance (E4P)
Intervention #2
Energy for Performance (E4P)

13. Core E4P principles Focusing on all four dimensions
Spiritual, mental, emotional and physical
Balancing expenditure and recovery
Too much stress with too little recovery OR too much recovery with too little stress both compromise performance
Growth follows stress - to build more capacity (“muscle”) push beyond normal limits
Implementing positive daily rituals
Create habits
BIO
2010
LEADER FORUM

14. Trusting intuition - what’s good for the individual is healthy for the business
Energy for Performance participants score significantly higher on 360 items that drive empowerment

15. E4P graduates excel in key behavioural areas
LON-LN document
Repeating Patterns/Systems and Structures
Graduates provide:
Higher quality feedback to aid in other’s development
Better developmental support as coach, teacher and mentor
A stronger team climate in which others are keen to take on extra responsibility to learn and grow
More encouragement to listen and fully understand the ideas and feelings of others
Events
Values, Beliefs and Assumptions
I want to evolve from “being the best I can be” to “being the best we can be”
I have a clear personal mission that aligns with the organisational mission
I can allow myself to fully engaged
Repeating patterns
Systems and structures
Values, beliefs and assumptions
E4P is getting below the surface to create real behavioural change 15

16. What are the observations you’d make in your own organisation?
Discussion
What are the observations you’d make in your own organisation?