SIOPSA 2014
Using personality based
competency assessments to drive
leadership performance in the
context of organisational change
Calum McComb
The story board
Introduction and Context
The change context
Burke Litwin Model for diagnosis
Motivation for intervention aimed at leadership
The Approach
Process design
Objectives
Assessment tool
Outcomes & Applications
Learning
Value Proposition
2
Introduction and Context
The change context
3
Introduction and context
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Construction and engineering industry
Coal powered power station build project
Construction project life cycle
Mix of government and private engineering firm working towards
the same goal together
• Coordinated and driven by government and engineering firm
jointly, and delivered by contractors
4
Introduction and context
5
Project life-cycle
Commissioning
time!
Why the change in structure?
Unit 1
Unit 2
Unit 3
6
Unit 4
Unit 5
Unit 6
Towards a unit driven approach
Unit 1
Unit 2
Unit 3
7
Unit 4
Unit 5
Unit 6
More context for consideration
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•
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Temporary organisation
Multiple missed deadlines
Globally diverse group of employees
Government funded and therefore affected by external political
factors
• Technical specialist and knowledge workers
8
Introduction and Context
Burke Litwin Model for diagnosis
9
Diagnosis and change planning process
Data collected via
perceptions survey
& focus groups
Quantitative &
qualitative data
analysed
Interventions
planned and
prioritized
Information from
analysis populated
into the Burke
Litwin Model
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The Burke Litwin model
 The Burke Litwin model deals with cause (organisational conditions) and effect (resultant
performance), serving as a guide not only for organisational diagnosis, but also for planned
managed organisational change (French & Bell, 1999).
 The Burke–Litwin model helps OD practitioners to size up the change situation, to
determine the kind of change (whether transformational or transactional) required and then
to target interventions toward factors of the organisation that will produce the desired
change (French & Bell, 1999).
 “Burke and Litwin propose that interventions directed toward leadership, mission and
strategy, and organisational culture produce transformational change or fundamental
change in the organisations culture.
 Interventions directed towards management practices, structure, and systems produce
transactional change or change in organisational climate.” (French & Bell, 1999)
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Using the Burke Litwin model to diagnose the
status quo, and to guide the planning and
prioritization of interventions
When to apply
Strengths
Limitations
Evaluation
• A practical utility is required
• Need to see how
organisational performance
and effectiveness are
affected
• Need to see how change
can be influenced
• A cross-cultural application
is required
• Explains linkages
• Shows cause-and-effect
relationships between
organisation’s internal and
external environments
• Distinguishes between the
role of transformational and
transactional dynamics in
organisational behaviour
and change
• Complexity (as in relation
to the intricacy of
organisational phenomena)
• Model fits the criteria for
diagnosing the system
• Well researched and
validated model
• Can be used to both
diagnose and effect
targeted change
Adapted from Martins & Coetzee, 2009.
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Burke Liwins transactional factors for first
order change
Management
Practices
Systems
(Policies &
Procedures)
Structure
Work Unit
Climate
Motivation
Task
Requirements &
Individual Skills
& Abilities
Systems
(Policies &
Procedures)
Individual &
Organisational
Performance
13
Diagnosis of transactional status quo
Management
Practices
Structure
- Departmental integration is a problem
- Concern that structure doesn’t facilitate
integration
- Package structure not delivering in terms of
integration
- Concerns over structural alignment to
contractor structure
+ Horizontal discipline driven approach
towards vertical unit driven approach.
Systems
(Policies &
Procedures)
Work Unit
Climate
Motivation
Task
Requirements &
Individual Skills
& Abilities
Systems
(Policies &
Procedures)
Individual &
Organisational
Performance
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Proposed transactional interventions
Management
Practices
Structure
- Move to unit based model to focus on goal
tracking and achievement – (commissioning)
- Role clarification between employer
representative and construction
- Role clarification between engineers and
employer; between departments; engineer and
contractor etc. alignment. (NB must be
consequences around role alignment or
misalignment) (Team building focused)
Systems
(Policies &
Procedures)
Work Unit
Climate
Motivation
Task
Requirements &
Individual Skills
& Abilities
Systems
(Policies &
Procedures)
Individual &
Organisational
Performance
15
Burke Litwin’s transformational factors for
second order change
External
Environment
Leadership
Mission &
Strategy
Organisation
Culture
Individual &
Organisational
Performance
16
Diagnosis of transformational status quo
External
Environment
- Damaging press
releases
- Unions and volatile
labour
- Pressure to power
South Africa
- Approaching elections
Leadership
+ Leadership is
perceived as competent
- Employees don’t trust
leadership
- Perceived autocratic,
inaccessible leadership
(non-visible leadership)
- Closed communication
around processes, IR
issues etc.
-Leaders don’t make
decisions
Mission & Strategy
- No shared vision
between contractors and
organisation leaders
- Insufficient progress
monitoring and
evaluation (weak
performance feedback
loop)
Individual &
Organisational
Performance
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Organisation
Culture
Proposed transformational interventions
External Environment
- Organisation to be more proactive to
responding to negative press releases
- Balancing the negative with strong
good news stories
- Develop the project story,
contextualising it within the new build
as well as national electricity supply
framework
Leadership
- Leadership to provide
survey feedback to staff
and contractors
- Define leadership
behaviour promise in the
change context
- Leadership assessment
and development in the
change context
- Celebrate the
milestones (internal and
externally)
Mission & Strategy
- Align interventions to
change process/structure
- Use new unit approach
design to create shared
vision
Individual &
Organisational
Performance
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Organisation
Culture
Motivation for an intervention aimed at the
leadership team
No shared vision for the future
Employees don’t trust leadership
Perceived autocratic, inaccessible leadership
(non-visible leadership)
Closed communication around processes, IR
issues etc.
Leaders don’t make decisions
Temporary organisation & missed deadlines
demands transformational change interventions
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The Approach
Process Design
20
Levels of focus in the organisation and
deliverables
Team Purpose
LEVEL OF FOCUS
and Direction
Leadership Purpose
and Direction
Organisation Wide
Shifts and
Direction
Strategic
Direction
Direction
A New
Way of Doing
Things
DELIVERABLE
21
Aligned
Leadership
Behaviour Profile
Team
Charters and
Behaviour Profiles
Personality based competency assessments
to drive leadership behaviour
Team Purpose
and Direction
LEVEL OF FOCUS
Leadership Purpose
and Direction
Organisation Wide
Shifts and
Direction
Strategic
Direction
Direction
A New
Way of Doing
Things
DELIVERABLE
22
Aligned
Leadership
Behaviour Profile
Team
Charters and
Behaviour Profiles
The process of driving leadership performance
in the change context
Input to strategic direction: Survey
and focus group data presented in the
Burke Litwin Diagnosis (status quo)
Output: Defined strategic objectives
(future desired state)
The change context
Input into leadership assessment:
Aligned leadership behavioural profile
and new way of doing things
Output: Measureable competency
potential clustered around the
behaviours which were framed within
existing leadership model
Input to leadership and purpose:
Strategic direction and new way of
doing things
Output: Aligned leadership
behavioural profile
Output: Self-aware leadership,
empowered to manage their own
leadership behaviour and shadow, and
drive behaviour change across the
organisation
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Increased leadership
performance in the change
context
Input to collective behaviour shifts:
Strategic objectives
Output: A new way of doing things
defined
Input into leadership intervention:
Customized competency potential
reporting, aligned to the change
context
Output: Individual feedback and
increased self-awareness in the
change context
The process of driving leadership performance
in the change context
Input to strategic direction:
Survey and focus group data
presented in the Burke Litwin
Diagnosis (status quo)
Output: Defined strategic
objectives (future desired state)
The change context
Input to collective behaviour
shifts: Strategic objectives
Output: A new way of doing
things defined
Input into leadership
assessment: Aligned
leadership behavioural profile
and new way of doing things
Output: Measureable
competency potential clustered
around the behaviours which
were framed within existing
leadership model
Input to leadership and
purpose: Strategic direction and
new way of doing things
Output: Aligned leadership
behavioural profile
Output: Self-aware leadership,
empowered to manage their own
leadership behaviour and shadow,
and drive behaviour change
across the organisation
24
Increased leadership
performance in the
change context
Input into leadership
intervention: Customized
competency potential reporting,
aligned to the change context
Output: Individual feedback and
increased self-awareness in the
change context
The Approach
Objectives
25
Objectives of the intervention
1. Facilitate a process for leaders to determine their own behavioural
model aligned to the change context,
2. Assess individual leader’s behavioural potential against their own
change context specific behavioural model,
3. Drive leadership self-awareness of their own behaviour as well as their
leadership shadows, and in so doing;
4. Drive leadership performance in the organisational change context.
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Leadership behaviours aligned to the change
context and existing leadership pillars
Framed within existing
leadership pillars
• Leadership workshop output
Leadership Behaviours
Defined
• Leadership with the heart of a
servant
• Leadership that creates a
learning organisation
• Leadership characterized by
good governance
• Leadership characterised by
disciplined execution
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• Saville Consulting Wave
Performance Culture Framework
Customized organisation
and change context
specific reporting
• To be used for change context
specific individual feedback
Card sort to cluster
competency potential
dimensions
The existing leadership pillars of the
government organisation
 Leadership with the heart of a servant
 Leadership that creates a learning organisation
 Leadership characterized by good governance
 Leadership characterized by disciplined execution
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Output from leadership workshop - Aligned
leadership behaviour framed within existing
leadership pillars
Leadership with the heart of a servant
We inspire others by being positive and passionate in the way we communicate and
tackle our work.
We lead by example and behave as role models of the New Way.
We bring predictability to our team’s work by having clear structured plans in place and
proactively managing competing demands to take the heat out of the system.
We show respect and empathy for the people we lead and work with - greet people when
we see them, get to know our teams as people, listen to and consider people’s input and
ideas and actively discourage ‘us vs them’ dynamics.
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Using a card sort to cluster measurable
competency dimensions around the
behaviours
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Card sort outcome
Leadership with the heart of a servant
We inspire others by being positive and passionate in the way we communicate and
tackle our work.
Empowering Individuals
Thinking Positively
Articulating Information
Team Working
We lead by example and behave as role models of the New Way.
Valuing Others
Making Decisions
Upholding Standards
Taking Action
We bring predictability to our team’s work by having clear structured plans in place and
proactively managing competing demands to take the heat out of the system.
Directing People
Empowering Individuals
Managing Tasks
Meeting Timescales
We show respect and empathy for the people we lead and work with - greet people when
we see them, get to know our teams as people, listen to and consider people’s input and
ideas and actively discourage ‘us vs them’ dynamics.
Understanding People
Valuing Individuals
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Output from leadership workshop - Aligned
leadership behaviour framed within existing
leadership pillars
Leadership that creates a learning organisation
We provide constructive feedback to one another – immediately recognising work well
done and giving corrective feedback respectfully and in private, focusing on the issue
and not the person.
We actively mentor, coach and develop others and build capability for the future.
We regularly review our ways of working, learning lessons from the past as we focus on
the way forward.
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Card sort outcome
Leadership that creates a learning organisation
We provide constructive feedback to one another – immediately recognising work well
done and giving corrective feedback respectfully and in private, focusing on the issue
and not the person.
Articulating Information
Empowering Individuals
Understanding People
Taking Action
We actively mentor, coach and develop others and build capability for the future.
Developing Expertise
Providing Insights
Empowering Individuals
Inviting Feedback
We regularly review our ways of working, learning lessons from the past as we focus on
the way forward.
Providing Insights
Interacting with People
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Pursuing Goals
Output from leadership workshop - Aligned
leadership behaviour framed within existing
leadership pillars
Leadership characterized by good governance
We inspire trust and confidence in others by acting with honesty, keeping commitments
and behaving in a consistent and straightforward manner.
We take personal accountability for our teams, providing them with the support and
information they need to get the job done and we face up to challenges quickly and
directly.
We always do what is best for the project as a whole, actively support good governance
and ensure our teams understand and operate within the governance framework,
suggesting improvements where appropriate.
We display a safety and environmental focus in our actions and decisions, and balance
the need to deliver short-term results with long-term value
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Card sort outcome
Leadership characterized by good governance
We inspire trust and confidence in others by acting with honesty, keeping commitments
and behaving in a consistent and straightforward manner.
Empowering Individuals
Valuing Individuals
Upholding Standards
We take personal accountability for our teams, providing them with the support and
information they need to get the job done and we face up to challenges quickly and
directly.
Making Decisions
Directing People
Taking Action
We always do what is best for the project as a whole, actively support good governance
and ensure our teams understand and operate within the governance framework,
suggesting improvements where appropriate.
Providing Insights
Making Decisions
Directing People
Upholding Standards
We display a safety and environmental focus in our actions and decisions, and balance
the need to deliver short-term results with long-term value
Examining Information
Following Procedures
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Upholding Standards
Pursuing Goals
Output from leadership workshop - Aligned
leadership behaviour framed within existing
leadership pillars
Leadership characterized by disciplined execution
We delegate tasks and empower people to make decisions, setting clear parameters but
not micromanaging.
We accept and encourage accountability in our teams, ourselves, our peers and those
who lead us.
We are consistent and considered in our decision-making, getting relevant stakeholder
input and standing by our decisions and those of our colleagues.
We share information and communicate decisions (together with their rationale)
promptly.
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Card sort outcome
Leadership characterized by disciplined execution
We delegate tasks and empower people to make decisions, setting clear parameters but
not micromanaging.
Articulating Information
Directing People
Empowering Individuals
We accept and encourage accountability in our teams, ourselves, our peers and those
who lead us.
Providing Insights
Making Decisions
Empowering Individuals
Inviting Feedback
We are consistent and considered in our decision-making, getting relevant stakeholder
input and standing by our decisions and those of our colleagues.
Examining Information
Making Decisions
Inviting Feedback
We share information and communicate decisions (together with their rationale)
promptly.
Examining Information
Interacting with People
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Articulating Information
The Approach
Assessment Tool
38
Saville Consulting Professional Styles
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Individual feedback to raise awareness of own
behaviour and drive leadership performance in
the change context
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Customized reports for delivery of individual
feedback in the change context
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Raising leader’s self-awareness
I did not realize this strength of mine.
I am aware of and use this strength regularly.
I had no idea this was a challenge for me.
I am aware of this challenging style.
Development Styles
42
I have always been aware of these
I had little awareness of these
Strength Styles
Committing to action on strengths and
development areas
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Outcomes and Applications
Learning
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Learning's
• Temporary organisations require more aggressive change planning and
strategy than permanent ones.
• Top leadership buy-in is critical.
• A gap analysis between the status quo and the future desired state is critical in
defining levers with the greatest potential impact.
• Selecting the right model for diagnosing and driving change is critical. The
model should be selected based on the nature and complexity of the
organisation.
• The types of leadership behaviour required are absolutely situation specific (a
generic leadership model simply would not have worked).
• The basic principle of define, assess and develop is applicable not only in the
talent but also the OD space.
• It is critical to facilitate the process for leaders to define their own behaviours
needed within their own context. This ensures ownership of the leadership
model, clarity on what the targeted behaviours mean, and how these are linked
to the change context.
• We use cascading scorecards to drive performance goals/targets from the top
down, why not do the same with behaviour?
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Outcomes and Applications
Value Proposition
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Value proposition
• Facilitate leaders to define and align organisation wide behaviours to the
broader strategy.
• Facilitate leaders to define leadership performance behaviours in the
context of the organisation.
• Facilitate leaders to identify and define critical behaviours needed to drive
leadership performance in the context of organisational change.
• Improve leadership buy-in and collaboration in change efforts.
• Facilitate leaders to become more aware of their own behaviour in the
context of change.
• Assist functional leadership teams to understand their collective strengths
and development areas in driving leadership performance in the context of
change.
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Conclusion
Driving leadership performance in the context of change demands an even
deeper understanding, firstly of the behaviour changes required across the
organisation, and secondly of the leadership behaviour needed to drive
performance in the context of these changes.
By identifying the behaviour changes needed across the organisation and
identifying leadership behaviours needed to drive these changes, it was
possible to help leaders to become aware of their own behaviour, how this
impacts on the behavioural changes needed across the organisation, and then
drive leadership performance in the context of change.
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