Delivering
Transformational Change
The Role of The
Linchpin Manager
Ian Gee and Carole Grimwood
Albany OD
27th March 2015
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Ian Gee
Introductions
Carole Grimwood
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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
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•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
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• 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
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The Linchpin
Programme
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 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
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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
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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
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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
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Expert
Driven
Business games
Simulations
Hypotheticals
Outward bounds experiences
Case studies
Psychometrics
Development centres
The Marshmallow challenge
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Copyright Ian Gee, Carole Grimwood, Alan Warner © 2014
The Workplace
Community
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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
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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
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A New
Choice?
Edgelands Consultancy
Copyright Ian Gee, Carole Grimwood, Alan Warner © 2014
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• 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
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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
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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
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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
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Stages of
Community
Development
Edgelands Consultancy
Copyright Ian Gee, Carole Grimwood, Alan Warner © 2014
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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
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Thank You
www.albanyod.co.uk
carole@abanyod.co.uk
ian@albanyod.co.uk
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