Culture-Driven Leadership Part II Bill P. Martone President WPM - - PowerPoint PPT Presentation

The Community Technical Assistance Center of New York

Culture-Driven Leadership Part II Bill P. Martone President WPM Consulting

The Community Technical Assistance Center of New York

T

• obtain Continuing Education Unit credits, please

1. Please log into the webinar system via your computer, and view the entire presentation 2. Go to http://socialwork.nyu.edu/alumni/continuing- education/OnlinePortal.html 3. Create a profile 4. Select today’s webinar 5. Pay the $15 processing fee 6. T ake the Knowledge T est* *The Knowledge Test will be made available to you within the week. You will receive an email with this information within 24 hours of this webinar.

The Community Technical Assistance Center of New York

February 19th 11am-12pm Performance Excellence: Measuring what matters Agencies, already overwhelmed by the demands of day-to-day

• perations, are facing mounting pressure to demonstrate that

their programs really do make a difference in the lives of youth and families. In today’s climate of dwindling funding and increasing accountability, utilizing data to analyze and document the effectiveness of programming is something that all human service providers will need to do, and do well. This webinar will focus on tools that will help providers develop meaningful outcomes, observe, measure and analyze the incremental changes and accomplishments providers make in the daily lives of youth and families.

The Community Technical Assistance Center of New York

What is your role in your agency?

• A. Director/Administrator
• B. Supervisor
• C. Clinician
• D. Administrative Support
• E. Family/Youth Peer Advocate
• F. Other

Recap of Session 1

We Covered:

• 1. Emerging Trends - Top 40 Trends in Our Field
• 2. Reinventing the Organization – An Agency Journey
• 3. Assessing Where Your Organization is At
• 4. Brief Overview of the California RBS Model

Agenda For Session 2

William P. Martone 1/15/16

• 1. Organizational Culture
• 2. Performance-based Culture
• 3. Performance Excellence – An Agency Journey
• 4. Appendix – Leading Cultural Adaptation
• 1. Q&A

Goals For The Series

William P. Martone 1/15/16

• Support you in identifying the strengths of your organization specific to

achieving sustained positive outcomes for youth and families.

• Support you in increasing your understanding about your organizational

capacity for developing or expanding community based services

• Hopefully increase your enthusiasm and understanding regarding specific

strategies you can go back and utilize to improve services in your own programs

“Culture Eats Strategy for Breakfast”

Peter Drucker

“Organizational cultures are like a big-box warehouse that holds the sum total of all the decisions the organization has ever made, all the rules we’ve ever taught, all the mistakes we’ve ever made, and all the stories we’ve ever told. It’s a massive historical data bank.” “The culture teaches new staff more than we ever teach in our orientation sessions. Our organizational culture has teachings on

• everything. Much of what’s in the culture we put there, but a lot of it came on its own. Our organizational culture has teachings about new

staff, old staff, color choices, menu selections, new projects, old projects, new directions, and all styles of leadership—you name it, it’s in there.” Tom Woll Strategic Change Initiative

Organizational Culture

What’s Your Organizational Culture Look Like

Some Examples………

So……. Organizational Culture Could Be Defined As……..

Self -Sustaining Patterns of Behaving Feeling Thinking

And

Believing

Source: Steve Denning – Tools For Changing Minds, Forbes 2012

What Organizations Do in a Performance Based Culture

Source: Strategies for Changing Your Organization’s Culture by The Bridgespan Group

What Do Leaders Do in a Performance Based Culture

• Take and manage accountability for organizational success
• They build consensus, but are decisive when they need to act.
• They are constantly sensing and assessing the external and internal

environments and their customers’, partners’ and employees’ needs and satisfaction levels.

• They negotiating clear expectations and goals.
• They provide ongoing feedback and coaching, and appraise performance

periodically.

• They invest in talent development, unleash that talent, and plan for succession.
• They are reflective and self-aware.
• They “know” themselves in order to know others.
• They seek help from others in situations where their natural tendencies won’t

serve them well.

• They adopt a coaching style of leadership that strengthens and supports

coherence, communication, collaboration and change in their organizations.

• They creating supportive, healthy cultures which attract and retain talent.
• They promote balance and emotional well-being as a way of improving

productivity and innovation and leveraging existing talent.

Adapted From: Joanne Reid, Victoria Hubbell, Victoria Hubbell: Ivey Business Journal March/April 2005

Leaders:

Leading is developing…

• Translating the vision to line

staff

• Personally demonstrating the

values and culture

• Engaging all staff
• Providing supports to get the

work done

• Celebrating accomplishments

Leadership is the capacity to translate vision into reality.

• - Warren Bennis

Performance Excellence in the Organization

Case Example From My Former Agency - Hathaway-Sycamores

Mission

Of Hathaway-Sycamores Child and Family Services

Cultivating hope and resilience to enrich the well-being of children, adults, families and communities

T he Cha lle ng e

(2008 – 2009)

• National Recession
• Downturn in Donor/Foundation Giving
• Washington Deficit Reduction
• CA Budget Crisis - $50B shortfalls
• Program Cuts – Group Home's/ FFA – 10%
• No COLA’s in Mental Health SMA’s (cost of living adjustments)
• Continued CA Budget Cuts/Reductions

Response Workability

• Just cut programs and staff

quickest but least effective

• Reduce infrastructure and overhead

typically has long lead times

• Increase existing revenue streams

tough in face of budget reductions

• Mergers and acquisitions

high risk & takes time to make work

(and we had recently competed a merger)

• Reduce waste and inefficiency requires new skills & culture

Possible Responses

✔

T he Cho se n Re spo nse

“Pe rformanc e E

xc e lle nc e ”

Why Pe rforma nc e E xc e lle nc e ?

With no fiscal relief or COLA’s on the horizon we knew we needed to find other ways to produce or save revenue By changing the way we did the work (our processes) we believed we could create fiscal savings and potentially increase revenue and…The Journey would make us a better organization What Started as a Financial Focus Quickly Became An Overall Way to Improve All Aspects of the Agency

T he Jo urne y

Ac tually starte d 13 ye ars ag o with the d e c isio n to ac hie ve JCAHO Ac c re d itatio n (no w kno w n as T

he Jo int Co mmissio n)

Cre ate d the d e sire to be c o me a L e arning Org anizatio n Be g an fo c using o f Pe rfo rmanc e Impro ve me nt Utilize d the to o ls and te c hnique s in lite rature , taug ht the Pe rfo rmanc e Impro ve me nt Cyc le to le ad e rship, Cho o se impro ve me nt pro je c ts annually

Performance is measured various ways by standards such as ISO, CAPE or Malcolm Baldrige

(ISO - International Organization for Standardization; CAPE – California Awards for Performance Excellence)

• 1. Leadership (internal and external)
• 2. Strategic Planning
• 3. Client and Customer Focus
• 4. Measurement, Analysis, Knowledge Management
• 5. Workforce Focus
• 6. Process Management
• 7. Results

Po te ntia l Crite ria fo r Org a niza tio na l Pe rfo rma nc e E xc e lle nc e

Very Poor

World Class % Organizations with Sustained Performance of . . . 50% 30%

Poor - Fair Excellent

15% 98%

Fair to Good Very Good

75%

Examples of nationally recognized measurement systems

• Malcolm Baldrige National Quality Award Criteria
• California Council for Performance Excellence
• Joint Commission
• ISO standards
• Council On Accreditation

80+ organizations have been recognized for sustained Range 6 performance by the Dept. Of Commerce including education, healthcare, non-profit and government sector organizations

2009 2012

T he Or ganizational Conte xt for E xc e lle nc e

Group Individual Primary Conversational Alignment

Very Poor – Poor Results Fair – Very Good Results Excellent – Best in/World Class Results

Organizational

Alignment is one of leadership’s primary responsibilities

Credit: Boeing Company

Initial Steps in Our Journey

T ra nsforma tiona l T e a m – F a ll of 2009

6 Staff to join in a journey

T ra ining – T

ra nsfo rma tio na l T e a m, E L T , L e a de rs

Exe c utive L e a de rship T e a m (EL T ) – c ha ngi

ng o ur ro le i n the o rga ni za ti

• n

Proje c t T e a ms Proc e ss Counc ils F uture Counc ils

Areas of Focus

Performance Excellence Areas of Focus

Process Management

The Answer: Who and what gets rewarded! The Key question: What makes a hero?

Team Culture

Organizational

3

3 4

Maybe “we” could Be world-class (and probably are!) “We” are pretty good (nah, definitely not!)

Performance Excellence Requires an Attitudinal Shift

T he Na ture o f “Cha ng e ”

1. Cha ng e wo uld b e e a sy if it we re n’ t fo r a ll the pe o ple . 2. Pe o ple do n’ t re sist c ha ng e , the y re sist b e ing c ha ng e d. 3. 95% o f a ll c ha ng e s ha ve no thing to do with impro ve me nt. 4. Cha ng e re q uire s kno wle dg e . I mpro ve me nt re q uire s wisdo m (pro fo und kno wle dg e ). 5. Cha ng ing the o utside se ldo m c ha ng e s the inside . Cha ng ing the struc ture (o rg c ha rt) do e s no t impro ve the syste m. Building a ne w g a ra g e do e s no t ma ke a Yug o into a L e xus. Ca lling the o ld b o sse s te a m le a de rs do e sn’ t ma ke the m tha t. 6. So me pro fe ssio na l disc ipline s se e k to pre se rve a nd pro te c t the c urre nt sta tus q uo . Othe rs se e k to ta ke the c urre nt sta tus a nd ma ke it lo o k ne w a nd impro ve d. Bo th g e t in the wa y o f true impro ve me nt.

“The 85:15 Rule”

At least 85% of problems must be corrected by changing systems – i.e. process problems Fewer than 15% of all problems are under an employee’s control – i.e. people problems

L e a de rship & T e a m De ve lopme nt

The Nature of Teams The Team Maturity Matrix Sponsors, Coaches, Team Leaders Communication That Works 360° Evaluations Directive Supervision Leadership as a System Leadership Assessment & Measurement

T e am Base d Cultur e

Leadership in a team based organization

• Project and ongoing teams
• Four phases of team development
• Roles of
• Sponsor
• Coach
• Team Leader
• Team charter
• Team cultural norms
• Team tools
• Team communication
• Team performance

T e a m Ma turity Ma trix

Stage 1 “Forming” Stage 2 “Storming” Stage 3 “Norming ” Stage 4 “Performing” Creation Building Collaboration Self-Direction Directing & Informing Supporting & Encouraging Monitoring & Delegating

Leadership Team

• Pride
• Excitement, anticipation
• Tentative attachment
• Suspicion, anxiety
• Waiting to be told
• Barrier complaints
• Communicate directly

with leader

• Frustration with group
• Fluctuating attitudes
• Conflict
• Questioning leadership
• Arguing & choosing sides
• Withdrawal (literal or

psychological)

• Cohesion and common

spirit

• Acceptance and relief
• Sharing and humor
• Experimentation &

innovation

• Constructive criticism
• Adherence to rules and

boundaries

• Insight into process
• Understanding of

individual strengths

• Satisfaction with results
• Close attachments
• Constructive self-change
• Preventing & working

through group problems Coaching & Consensus

L e a de rship Drive s Alig nme nt

Aligning the L e a d e rs Cre a ting struc ture s a nd syste ms tha t a re a ligne d, e .g.

Communication and language Meeting structures Mindful Measurement; “Line of Sight”

E nsuring sha re d fo und a tional kno wle dge o f lo gic a nd to o ls

L e a d e rship -Casc ading Syste m

TEAMS MANAGEMENT LEADERSHIP TEAM LEADERSHIP TEAM ELT  Metrics and results  Bench- marking  Line of sight reports Annual and Strategic Plan  Plan, goals, and metrics  Monday morning reports

T ra ining

ELT Process Council Management Leadership Team Line Staff

Projects, Goals & Tools and Method

Logic and KPI’s Learning to Lead and Coach

Leadership Team

Proc e ss Ma na g e me nt

The Process Organization Process Measures Suppliers, Inputs, Process, Output, Customers (SIPOC) Rapid Improvement Technology 5 Step Improvement Process Plan, Do, Check, Act (PDCA)

T he Proc e ss Org a nization

• T

wo vie ws o f a n o rg a niza tio n

–Traditional –Process view

• Apply sc ie nc e o f pro c e ss ma na g e me nt to the o rg
• Cro ss-func tio na l
• Pro c e ss me a sure s a nd c o ntro l limits

A Quic k L

• ok At T

he T

• ols . . .

Pr

• c e ss Manage me nt

Output & Customers

Added Value Goods/Services Quality Timeliness Satisfaction Environment Relationships Remuneration Repeat Business Client/Customer Output Specs

Suppliers & Input

Current Value Quality Material Resources Regulators Capabilities Community Environment Relationships Client/Customer Input Specs

Users Owner

Process

Examples of Processes

Delivering Residential Care Hiring Staff Delivering Outpatient Mental Health Services DMH Billing Child and Family Team Process Evidenced Based Practices

Cycle Time Cycle Time Cycle Time Cycle Time Cycle Time Waste & Defects

S I P O C

Elapsed Time

P D C A

Act Plan Do Check

Integrate the lessons learned from the check or study. Reformulate the theory, adjust the methods, and indentify what more needs to be learned Indentify purpose and goals, formulate theory, define how to measure success and plan the activities. Monitor the outcomes, testing the theory of the and plan. Study the results for signs

• f progress or success or

unexpected outcomes. Look for new lessons to learn and problems to solve. Execute the plan undertaking the activities, introducing the interventions, applying the best knowledge to the pursuit of the desired purpose and goals.

P D C A & the 5 Ste p Pro c e ss

C o nver ted fr

• m the 8-Ste p pr
• c e ss

&

Act Plan Do Check

Integrate the lessons learned from the check or study. Reformulate the theory, adjust the methods, and identify what more needs to be learned Identify purpose and goals, formulate theory, define how to measure success and plan the activities. Monitor the outcomes, testing the theory of the and plan. Study the results for signs

• f progress or success or

unexpected outcomes. Look for new lessons to learn and problems to solve. Execute the plan undertaking the activities, introducing the interventions, applying the best knowledge to the pursuit of the desired purpose and goals.

• 1. Define the Problem
• 2. Map and Measure
• 3. Analyze Root Causes
• 4. Implement Solutions (pilot)
• 5a. Full Scale Implementation
• 5b. Hold the Gains

Profile of a Suc c e ssful Proje c t

• Sc o pe is we ll d e fine d and unambig uo us
• Ke y o utc o me s are e asy to me asure (1 o r 2)
• No mo re than 6 mo nths to c o mple te
• Fo c use d o n quality, re ve nue and / o r c ash flo w
• Will g e ne rate bro ad o rg anizatio nal inte re st
• Co nsid e re d lo w hang ing fruit, o r . . .

c ritic al to o rg anizatio nal pe rfo rmanc e

• We expected ≥ $150K in net annual

impro ve me nt d ue to fisc al c risis

Imp le me nta tio n Sc ie nc e

Pro je c t Ma na g e me nt fo r Huma n Se rvic e s

T ho usa nds o f tra nsfo rmative pro je c ts studie d*

Projects using implementation science based practices Projects not using implementation science based practices 80% of desired outcomes achieved in 3 years 14% of desired outcomes achieved in 17 years

* This study included health, wellbeing, quality , satisfaction, and fiscal outcomes

F irst T hre e T e a m Pro je c ts

Proje c ts & T e a ms Ca sh Improve me nt

Mileage (P1) $ 464,000 New Employee Orientation (P2) $ 100,000 Mental Health Billing (P3) $ 275,800

Total $ 839,800

Po sitio ns Ad d e d

Executive Leadership Liaison - for Integration & Coordination Process Improvement Analysis – for integration & Coordination of Data

T he Pe rfo rma nc e Exc e lle nc e Jo urne y L e d US T

• Ap p ly F
• r the CAPE Awa rd

Baldrige Criteria for CAPE Application

Re c a p …so me ta ke a wa ys

1. Culture is e v e rywhe re a nd de e p se a te d in a n o rg a niza tio n 2. O rg a niza tio ns must b e o pe n a nd willing to c ha ng e – tho se tha t do n’ t c ha ng e will fa ll sig nific a ntly b e hind o r e v e n g o o ut o f e xiste nc e 3. L e a de rs must c o nsiste ntly a ddre ss c ulture in ma king the se o rg a niza tio na l c ha ng e s 4. While le a de rship sta rts with CE O a nd T

• p L

e a de rship……fo r a n o rg a niza tio n to thriv e yo u ne e d to driv e o rg a niza tio na l re spo nsib ility a nd o wne rship to the ne xt le v e ls o f ma na g e me nt 1. A multidisc iplina ry te a m is mo st e ffe c tiv e wa y to unde rsta nd o rg a niza tio na l issue s a nd a ddre ss pro c e ss c ha ng e

58

“An organization’s ability to learn, and translate that learning into action rapidly, is the ultimate

competitive advantage.”

• - Jack Welch

’ s

Contact Information

William P. Martone President WPM Consulting, Inc. 1516 Beech Street South Pasadena, CA 91030 Cell Phone: 626-831-6850 E-Mail: martonewilliam@gmail.com

Appendix

A Potential Resource from Tom Woll

Complete Toolkit Available from the Alliance for Strong Families and Communities

The Community Technical Assistance Center of New York

Yvette Kelly yvette.kelly@nyu.edu