Delivering Transformational Change The Role of The Linchpin Manager Ian Gee and Carole Grimwood Albany OD 27th March 2015 1 Ian Gee Introductions Carole Grimwood 2 Copyright Ian Gee, Carole Grimwood, Alan Warner © 2014 Dedicated to high quality practical and whole system OD with people at the centre All leaders, managers and OD & HR professionals of many years standing in senior roles Different areas of experience and expertise Tailor to the needs and circumstances of the client Driven by a determination to add value Albany OD Keen to ensure that learning is transferred Get a clear and agreed return on investment is where we start Copyright Ian Gee, Carole Grimwood, Alan Warner © 2014 3 •To deal in the specific practical realities for your organisation •To listen •To give discrete independent insight •To offer practical advice and support •To move quickly and professionally •To be cost effective •To bring energy and passion •To build our work on a foundation of a strong understanding of organisational development theory and best practice Our Approach Copyright Ian Gee, Carole Grimwood, Alan Warner © 2014 4 • Helping organisations to understand what they need to do to deliver transformation • Most recent focus - the changing role of managers • Releasing potential through our Linchpin Programme Our Work Copyright Ian Gee, Carole Grimwood, Alan Warner © 2014 5 The Linchpin Programme 6 A 5 day programme to assess an authority’s transformation capacity and develop plans to improve its success Simple, Rigorous, Speedy, Low Cost What is The Linchpin Programme Provides a clear and precise understanding of current and required transformation capacity and capability based on the robustness of the manager population Copyright Ian Gee, Carole Grimwood, Alan Warner © 2014 • Changing role in the organisation • Neglected role in terms of L&D • Pivotal role in communication • Vital role in engagement • Critical role in transformation The Manager as “ It’s a difficult role –we’re seen as Linchpin the wood in the sandwich” Copyright Ian Gee, Carole Grimwood, Alan Warner © 2014 What we deliver • A Transformation Success Index and risk analysis • A Buy In Benchmark to help you understand managerial commitment • Clear and concise actions to build transformation capacity and capability • A written report and a half day facilitated workshop to present findings and develop action plans • ROI assessment and review (6 mth later) Copyright Ian Gee, Carole Grimwood, Alan Warner © 2014 I wish my managers understood the vision The Wheel of Wishes Copyright Ian Gee, Carole Grimwood, Alan Warner © 2014 Team Leaders and their Teams Sharing Our Learning Lack of clarity about role Emphasis on operational activity and service focus - not what either leaders or managers want Don’t always have effective leadership Operational barriers get in the way Communication is not fit for purpose If managers are not engaged empowered and enabled they can’t engage empower and enable others Trust is increasingly an issue Deficit of people management skills Assumed role in change - not stated, assessed, developed Change capacity/resilience low All these factors impact the capacity and capability of managers to lead effective teams Copyright Ian Gee, Carole Grimwood, Alan Warner © 2014 People Strategy Organsitional Design Workforce Development Metrics Systems Transformation Taking An OD Approach Leadership Copyright Ian Gee, Carole Grimwood, Alan Warner © 2014 Culture Communications Engagement Purpose Goals Direction e.g. Team able to mobilse/adapt to change Information and Intelligence e.g. Success measures monitored and discussed Feedback. Performance Recognition e.g. Confident giving feedback to each other Decision Making, Problem Solving, Freedom The Effective Team to Act e.g. Able to innovate with freedom to implement Skills, Learning Development e.g. A learning culture Team Working and Collaboration e.g. High levels of trust Edgelands Copyright Ian Gee,Consultancy Carole Grimwood, Alan Warner © 2014 Task Process and Structure Edgelands Copyright Ian Gee,Consultancy Carole Grimwood, Alan Warner © 2014 It’s a choice, based on: Nature of the team: Virtual Face to face Fixed v’s flexible Real time Interventions Type of change and presenting issue: Behavioural Structural Task Organisation culture History Stage in lifecycle Data gathered and the sense you make of it Edgelands Consultancy Copyright Ian Gee, Carole Grimwood, Alan Warner © 2014 15 Action Research is…. ... a participatory, democratic process concerned with developing practical knowing in the pursuit of worthwhile human purposes, grounded in a participatory worldview... It seeks to bring together action and reflection, theory and practice, in participation with others, in the pursuit of practical solutions to issues of pressing concern to people (Reason & Bradbury, 2001) Edgelands Copyright Ian Gee,Consultancy Carole Grimwood, Alan Warner © 2014 Action Research How.. • Study a system i.e. team • Working ‘with’ not ‘on’ • Collaborate with members of the team to change it The Role of OD Consultant is to support team members to the point where they can take responsibility for their own on-going development 17 Copyright Ian Gee, Carole Grimwood, Alan Warner © 2014 Acceptant Takes account of feelings, accepts the clients perspective, non judgemental Categories of Intervention Catalytic Based on data gathering, analysis and presentation Confronting Espoused theory and theory in action Prescriptive style Expert led, expedient Edgelands Copyright Ian Gee, Consultancy Carole Grimwood, Alan Warner © 2014 18 Data gathering by … Edgelands Consultancy Interviews, group, 1:1 Focus groups Participant observation Questionnaires Stakeholder engagement Observations, video recordings Documents, texts, diaries, OD Consultants impressions, reflections Photographs, visual metaphors Responsible gossip Copyright Ian Gee, Carole Grimwood, Alan Warner © 2014 19 Expert Driven Business games Simulations Hypotheticals Outward bounds experiences Case studies Psychometrics Development centres The Marshmallow challenge 20 Copyright Ian Gee, Carole Grimwood, Alan Warner © 2014 The Workplace Community 21 Default Positions How we organise work is a choice and should not be a ‘default position’! We may not even know or understand that we have a choice! Edgelands Consultancy Copyright Ian Gee, Carole Grimwood, Alan Warner © 2014 22 Hierarchy Command and control Line structured Repeatable execution Cost efficiencies Three choices? Predictability Manage anxiety Program and Project Resources are organised to undertake a unique scope of work, of given specification, within constraints of cost and time Intrapreneurship Replicating, inside the enterprise, the ways of working that make an entrepreneur successful Edgelands Consultancy Copyright Ian Gee, Carole Grimwood, Alan Warner © 2014 23 A New Choice? Edgelands Consultancy Copyright Ian Gee, Carole Grimwood, Alan Warner © 2014 24 • Where people come together and share intent, belief, resources, preferences, needs and risks, resulting in a common identity and sense of shared purpose What is a Workplace Community? • A place, virtual or real, where people feel free to use their natural curiosity and inventiveness, coupled with a sense of generosity, to address issues and work on tasks that are important to them Edgelands Consultancy Copyright Ian Gee, Carole Grimwood, Alan Warner © 2014 25 25 Good for… • • • • • Sharing ideas Exploring new areas Getting diverse points of view Connecting people Gaining comments from a wide audience • Inviting contributions • Leveraging social learning • Driving engagement Edgelands Consultancy Copyright Ian Gee, Carole Grimwood, Alan Warner © 2014 26 26 Not so Good When … Edgelands Consultancy • You require immediate contribution • You are managing to a tight deadlines • There is no need to develop collective intelligence • Dealing with sensitive or bureaucratic issues • You have no time or real desire to cultivate it “People will only be active in what interests them, not what is important to you!” Copyright Ian Gee, Carole Grimwood, Alan Warner © 2014 27 27 Stages and Phases Edgelands Consultancy Each stage: • Specific focus • Set of tasks • Defined roles • Makes a contribution to: The wider organisation Community members The work of one stage needs to be completed before the community can move to the next stage of its evolution Copyright Ian Gee, Carole Grimwood, Alan Warner © 2014 28 28 Stages of Community Development Edgelands Consultancy Copyright Ian Gee, Carole Grimwood, Alan Warner © 2014 29 29 Your ways of working… • What are your default positions? • What impact do these have on how you work? • What can you do to challenge them? • Might there be a better way? Edgelands Consultancy Copyright Ian Gee, Carole Grimwood, Alan Warner © 2014 30 30 Thank You www.albanyod.co.uk carole@abanyod.co.uk ian@albanyod.co.uk 31