GLOBAL WORKFORCE STUDY SHOWS - BARELY 1 IN 5 EMPLOYEES ARE ENGAGED Engaged – 21% employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward. Partially-engaged to disenchanted – 71% employees are essentially “checked out” they’re sleepwalking through their workday, putting time, but not energy or passion, into their work. Actively disengaged – 8% employees aren’t just unhappy at work; they’re busy acting out their unhappiness by undermining what their engaged coworkers accomplish.
CULTURE OF EXPERTISE Expertise implies Knowing more than Having the right information Having the authority to tell what’s right and wrong Separation between those that “know” and those that don’t A hierarchy
CHANGE THE CULTURE, CHANGE THE GAME BY ROGER CONNORS AND TOM SMITH Your current culture may be right for what you’ve needed to do; if you need different results, you’ll need a shift.
TODAY’S PLAN Why We Need a Vibrant Organizational Culture What it Looks Like How to Get There 8
WHAT SKILLS DO WE NEED TO CREATE A VIBRANT ORGANIZATIONAL CULTURE?
Collaborate Authentic Respectful Communication Shared Purpose Active Listening Flexibility/Comfort with Ambiguity Focus on Positive Solutions Let Go of Outcomes/Reframe Failure as Opportunity Confidence
SHIFT TO A VIBRANT ORGANIZATIONAL CULTURE LOOKS LIKE THIS… Reactive to creative Individual to team achievement What’s wrong to what’s right Experts to collaborators Challenges to opportunities “My job is…” to “Customer’s needs” Compliance to engagement 12
IF YOU KEEP DOING WHAT YOU’RE DOING, YOU’LL KEEP GETTING WHAT YOU’RE GETTING Too often leaders try to change the way people act without changing the way they think or what they believe. As a result, they get: compliance, but not commitment involvement, but not investment progress, but not lasting performance
HOW DO WE GET FROM HERE TO THERE? Experiences create Beliefs Beliefs create Actions Actions create Results If you’re not happy with the results, you need to change the experiences!
STEPS TO A VIBRANT ORGANIZATIONAL CULTURE 1.Envision the change 2.Plan for success 3.Assess current state 4.Create a shared language and vision 5.Train on behavioral skills 6.Reinforce with process changes 7.Evaluate 16
1. ENVISION THE CHANGE 17 chanpipat / FreeDigitalPhotos.net
2. PLAN FOR SUCCESS Start from a model Leadership Challenge 10 Steps to a Learning Organization Five Dysfunctions of a Team Create your own 19
JPL’S PROGRAM DESTINATION LEADERSHIP Based on The Leadership Challenge, by James Kouzes and Barry Posner 1.Model the Way 2.Inspire a Shared Vision 3.Challenge the Process 4.Enable Others to Act 5.Encourage the Heart 20
3. ASSESS CURRENT STATE Samples from the 30-question “Leadership Practices Inventory” Rate how frequently the subject … 1.Follows through on commitments 2.Supports decisions others make 3.Experiments and takes risks 4.Finds ways to celebrate accomplishments 21
3. ASSESS CURRENT STATE Establish a baseline for measuring effectiveness: JPL is a place where people … 1.Follow through on commitments 2.Support decisions others make 3.Feel free to experiment and take risks 4.Celebrate accomplishments 22
WHAT SKILLS DO WE NEED TO CREATE A VIBRANT ORGANIZATIONAL CULTURE? Collaborate Authentic Respectful Communication Shared Purpose Active Listening Flexibility/Comfort with Ambiguity Focus on Positive Solutions Let Go of Outcomes/Reframe Failure as Opportunity Confidence
4. CREATE A SHARED LANGUAGE AND VISION Everyone must be informed All staff day? Show them you mean it by modeling the shift Integrate into: Performance reviews Meetings Hiring Scheduling 24
NOT YOUR GRANDMOTHERS TRAINING ;) Create experiences People need permission to practice new behaviors Ask more then you speak Simple activities with big impact Learning can be fun 26
LISTEN MORE THAN YOU SPEAK Don’t be distracted Don’t interrupt Give nonverbal feedback Don’t assume you know what they are saying Ask questions for clarification Respond instead of react
6. REINFORCE WITH PROCESS CHANGES Updated job descriptions and hiring questions Change in performance evaluations Individual Action Plans Recognition Refresh Training Coaching Feedback mechanism 28
29 COMMITMENT MEMO Today’s Date To: [your partner] From: Re: My Leadership Development Actions To continue improving my capabilities as a leader, I commit to take the following actions over the next twenty-one days: _________________________________________________ To get the process started, tomorrow morning I will take this first step: _________________________________________________ Sign your name: Phone number: E-mail address:
7. EVALUATE Pre and post assessment Measure annually Use all staff day to discuss Give opportunity for staff to give feedback 31
KEYS TO SUCCESS Change the experiences Leaders who model the way Long-term commitment Buy-in at all levels Reinforcement Use fundamentals of change Evaluation of progress/continuous improvement 32
BENEFITS OF A VIBRANT ORGANIZATIONAL CULTURE Once accomplished will save time and possibly increase library support as more innovative ideas are put into practice. People will love coming to work Get other agencies to look to the libraries and say, “How did they do that?” Libraries will be the place that models the spirit of “yes” which will change the world.
NOT THE END BUT THE BEGINNING Thanks for joining us Richard Mott – firstname.lastname@example.org Jacksonville Florida Public Library Cheryl Gould – email@example.com Fully Engaged Libraries 34