Developing & Deploying Ideal Behaviours

Developing & Deploying Ideal Behaviours: Part 2 Presented by: John Quirke Hosted by: Ailsa Carson Purpose of the webinar

► Engaging wider team in behavioural deployment

► Developing confidence and skills to change behaviours

► Example of behaviours and how we might measure them.

► Defining guides standards and systems

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Agreed Leadership Key Initial Team Key Key Framework Considerations elements Engagement elements elements and guides

Key Initial Beta Socialisation Key activities Feedback Agreed Behaviours and feedback activities Develop and review Behaviours For test! sensitivity and coaching skills Measures

Define Socialisation Active deployment Formal Expectations and System and measurement Launch & and standards feedback alignment within defined Contracting Measures revise systems.

Define and Develop

Deploy and Engage

Systems and Measurement

► How well are the cultural aspirations of the business aligned with the actions of all employees?

• Not very well, token acceptance • Some exemplars (pockets) • Well aligned and driving performance and improvement

► If we are serious about developing the culture in an organisation……

• Our aim should be to define the systems in our business that enable the behaviours and culture we need.

• Behaviour is every action by a person that can be seen or heard. (Alberto & Troutman, 2003)

• We track the expression of these behaviours through Key Behavioural Indicators as part of our normal business performance measurements.

► Insight 1: Ideal Results Require Ideal Behaviour

► Insight 2: Purpose and Systems Drive Behaviour

► Insight 3 Principles Inform Ideal Behaviour

Key Elements

What are we about as an organisation can we clearly articulate it and do we believe it?

Honestly as a team what are our behaviours like as we work together? Leadership What do we reflect back into the organisation. Considerations What is our skill level and sensitivity to ‘The Coaching moment’

What good/no so good behaviours do we see in our organisation and what is the resulting impact on the bottom line?

Do the systems we have in the business, quality system, learning and development, management system etc. Do they enable or disable the desirable behaviours? Are we really getting the results we need?

► There is a core essence (or spirit?) to what you do as an organisation..

► What is that?

► We can aspire to many ESSENCE things…but what is at the core of what we do?

Agreed Leadership Key Initial Team Key Key Framework Considerations elements EngagementThiselements session Webinar elements2 and guides

Key Initial Beta Socialisation Key activities Feedback Agreed Behaviours and feedback activities Develop and review Behaviours For test! sensitivity and coaching skills Measures

Define Socialisation Active deployment Formal Expectations and System and measurement Launch & and standards feedback alignment within defined Contracting Measures revise systems.

Key Elements

Win the middle ground early! Honest open discussion, where are we now and what our key challenges. Focus middle management groups (they are the engine of change)

Initial Team Co-develop what are we about as an organisation. Engagement Can we clearly articulate it and do we believe it? We agree on the Essence of what we do. Middle Ownership of future vision. Management Team What good/not so good behaviours do we see in our organisation and what is the resulting impact on the bottom line? Build confidence in my ability to influence behaviours.

The systems we have in the business, quality system, learning and development, management system etc. Do they enable or disable the desirable behaviours? Are we really getting the results we need? How might we think about measuring the behaviours we need?

Guidance system

Engine for change is here!!

Fuel for change

► There is a core essence (or spirit?) to what you do as an organisation..

► What is that?

► We can aspire to many ESSENCE things…but what is at the core of what we do?

“The only thing of real importance that leaders do is to create and manage culture. If you do not manage culture, it manages you, and you may not even be aware of the extent to which this is happening.”

Edgar Schein Professor MIT Sloan School of Management

Its all about gaining COMMITMENT, it takes longer than mere compliance but the return on the time

The differences between commitment and compliance can often be subtle, invested is VAST but the outcomes never are. True commitment to a vision creates a passion and energy unattainable through mere compliance.

Committed people want the vision; compliant people accept the vision.

Committed people enroll in the vision, an action that implies personal choice. Compliant people are sold a vision, an action that implies a form of coercion

Key Elements

Win the middle ground early! Honest open discussion, where are we now and what our key challenges. Focus middle management groups (they are the engine of change)

The systems we have in the business, quality system, learning and development, management system etc. Do they enable or disable the desirable behaviours? Are we really getting the results we need? Pull out practical day to day week to week examples

Measures KPIs and KBIs

And Ideal Behaviours Some work we have done…by example

► Quality ‘Management’ system

► Virtual Hands up… who has a Corrective and Preventative Action (CAPA) Process?

B C Activity A

Capa Capa Due Open Time Date

► What is the behaviour we want to enable to ensure the right business results?

► Ideal Behaviours… • We are curious about our process B • We are concerned about the impact of our activity on true customer value C • We learn from our mistakes to ensure problems never re-occur. Activity A

Capa Capa Due Open Time Date

► What is a KPI?

► Ok…what is a Process Indicator?

Lagging Leading indicators ► I got over the bar seven times out of ten attempts! ► My speed is right ► My jump point is on target ► We recorded this height. ► Video footage shows my lateral lean on approach is improving to target

►But what are the behaviours we would need to see & hear consistently to ensure excellence in the high jump?

Svetlana Shkolina 14th IAAF World Athletics Championships Moscow 2013

► Do I turn up for team training? • Ontime and prepared! ► Do I willingly help train other junior members of the team? (Help myself learn).

► Do I stick rigidly to my diet?

► Do I watch and observe competitors performance and style?

► Do I learn more about the science of what I do, physiology, nutrition, resilience mindset? • Do I share this knowledge with the team to improve teams overall performance?

► Do I give myself time to prepare mentally before an event?

If I was this athletes coach……

► Would I see these behaviours as unimportant?

► How often would I look for them?

► What are the important conversations I might need to have around them?

► When would I have these conversations?

Leaders need to coach all the time on behaviours that are almost always linked to a leading measure in the business.

Key Elements

Win the middle ground early! Honest open discussion, where are we now and what our key challenges. Focus middle management groups (they are the engine of change)

The systems we have in the business, quality system, learning and development, management system etc. Do they enable or disable the desirable behaviours? Are we really getting the results we need? Pull out practical day to day week to week examples

Its much, much more than a document or an intent, this is only 10% of the shared vision journey, 90% is the story, the leadership, the systems and the follow through reviews. The captured energy and spirit of the organisation

The Acoustic Management System is the foundation system that enables all other systems in the business.

► Its focus is the competence and skill of leaders and managers to proactively influence others by the way they talk and listen.

► Both within scripted and unscripted day to day interactions.

• How do we want people to talk and listen within this system?

• How skilful are our key leaders at coaching and listening?

• How confident are they?

• How often do we expect them to coach?

Acoustic Management System & Skillful Dialogue

► An individuals Soundwave creates awareness of managers personal traits and their Impact on professional interactions and team/business performance ► Develop managers skills in using dialogue and active listening to unlock the true potential of their reports ► Ongoing multi level feedback to continually improve and build competence and confidence. sustainability.

Interrogate

Intrude Complexify

Criticise Verbosity

Punish Patronise

Attack Preach

Key Elements

Think Systems! Often our interaction through Meetings and huddles (even virtual) can be the quickest way to enable behaviour change. How does our tier management and meeting structure work today?

Agreed Touch Stones for guidance. Agreed Framework Corporate values and guides, Shingo Guiding Principles. Sites vision Mission (Essence). These and guides are lenses to honestly look through to review our current state and our desired state. You will be passing these on for others to work with.

Don’t ignore a difficult past, use it as fuel for a new future Gather information, exit interview, previous surveys, major customer issues

Start selecting core team

► Find the value in what is there

► Be sure to translate it into you particular local environment.

► Sometimes need to push beyond the cynicism. Often there is some rich thinking and research behind them.

► Shingo Philosophy and Principles.

► Provide really powerful framework to inform of what ideal behaviours might look like.

► They have been researched well and put into practice in many organisations

Respect Every Individual

► Respect must become something that is deeply felt for and by every person in an organization. Respect for every individual naturally includes respect for employees, customers, suppliers, the community, and society in general. Individuals are energized when this type of respect is demonstrated. Most team members will say that to be respected is the most important thing they want from their employer. When people feel respected, they give far more than their hands; they give their minds and hearts as well.

Focus on Process

► All outcomes are the consequence of a process. It is nearly impossible for even good people to consistently produce ideal results with poor processes. It is human nature to blame the people involved when something goes wrong or when the The Shingo Model 23 resulting product or service is less than ideal. But in reality, an issue is usually rooted in an imperfect process, not in the people involved.

Definition Every single person in any organization has the right and expectation of being respected. When people feel respected, they give not only their hands but also their minds and their hearts. Because we believe: Everyone has a value and untapped potential to offer

Our Way of Working: We promote and maintain an environment that is respectful and safe at all times

Leader: Manager: Associate: Ensure a physical and emotionally Promotes and environment of Participate in training and safe workplace, keeps wider mutual respect and leads by development opportunities community needs in focus. example. Maintains a physical Demonstrate respect for work Completes regular checkins with and emotionally safe workplace colleagues and work equipment. frontline teams (Gemba) with proactive focus on risk Highlight risk to safety and Promotes an environment of elimination during group environment as early as possible mutual respect and leads by meetings. and support efforts to control and example. Actively develops the capability reduce risk. and potential of the individuals . and the team. Listens to and acts on ideas from team.

Focus on Process?

Respect every individual?

ESSENCE Of what We do. SPIRIT

Agreed Leadership Key Initial Team Key Key Webinars 1 & 2 Framework Considerations elements Engagement elements elements and guides

Key Initial Beta Socialisation Key activities Feedback Agreed Behaviours and feedback activities Develop and review Behaviours For test! sensitivity and coaching skills Measures Webinar 3 Define Socialisation Active deployment Formal Expectations and System and measurement Launch & and standards feedback alignment within defined Contracting Measures revise systems.

►You can’t tell people in your organisation how to behave.

►But you can make clear the way in which we have agreed to work together as they way we work together is critical to our success.

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