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Cultural Change through Value Based Leadership

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Cultural Change through Value Based Leadership Jean-Pierre THILL Leadership & Management Development _at_ bpost CONTEXT Environmental changes Privatisation of postal ... – PowerPoint PPT presentation

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Title: Cultural Change through Value Based Leadership


1
Cultural Change through Value Based Leadership
  • Jean-Pierre THILL Leadership Management
    Development _at_ bpost

2
CONTEXT Environmental changes
  • Privatisation of postal services
  • New competition
  • Strong reduction of paper flows and substitution
    by electronic mail
  • High automation of processes

Annual reduction of national adressed mail in
Europe 2004 2,0 - 2005 4,0 - 2006 6,0 -
2007 8,0 - 2008 10,0 - 2009 12,0
ACCELERATION
1000 Customers 65 of turnover
3
CONTEXT Reaction of bpost
  • Efficiency
  • Processes improvement
  • Organisational reengineering
  • Solutions
  • Development of new activities
  • New markets acquisition
  • BUT !

4
CONTEXT The human power
  • No change without actors
  • our team members
  • our leaders

5
OBJECTIVE Continuous change
  • Cultural change

6
DIFFICULTIES
  • Resistance
  • Inertia

7
LESSONS FROM THE PAST
  • Same process in 2000 2002-3
  • Pressure (you must !)
  • Non lasting investment (communication processes
    - )
  • Lack of involvement/alignment of management
  • Insufficient training

8
HOLISTIC approach
  • Throughout the organisation
  • Sponsored by CEO - Top down
  • Supported by congruent communication
  • One purpose through 3 axes

9
CHARACTERISTIC of the new approach
Knowing
  • Right balance
  • Measure (Starometer)
  • Tool-kit

Doing
Being
10
LEADERSHIP Key role
  • Promote respect the processes
  • Show the right behaviour
  • Support and reinforce the right behaviour

11
Axis 1 PROCESSES methods Corporate
foundations
  • Leadership model
  • Set of behaviour
  • Performance appraisal
  • Talent review
  • 360 / 180
  • Selection

12
Axis 2 TRAINING individual foundations
  • Classical leadership training (LOT-LET)
  • Other training coaching
  • Postal exchange (Top 100 forum) Road shows
  • Value driven leadership gt 1000 leaders
  • In partnership (approach, content, measure)
  • Development internal
  • OLL experiential training

13
Axis 3 VIRAL CHANGE
  • No great actions
  • Just living the example (Leandro Herrero)
  • Ambassadors
  • Communication
  • Specific expected behaviours
  • Opinion leaders

14
WHERE ARE WE ?
  • 2010 Senior management (Top 100)
  • 2011 Next wave ( 430 middle-senior mgr)
  • 2012 Front Line leaders (gt 500 LOT)

15
DO WE ALREADY SHOW RESULTS ?
16
Overall, senior management has appreciated this
initiative
  • 72 would recommend this workshop to peers
  • It helped in better understanding, translating
    and implementing bpost values
  • Reflecting, discussing and spending time with
    colleagues was considered a huge plus
  • Some respondents judged the workshop too basic,
    with limited new insights
  • Perhaps not all values got the same attention
    working together seemed to stick out

?
17
The workshop has, to some extend, already made a
difference
  • 57 of respondents gained new insights
  • 50 say they already put into practice lessons
    learned
  • Has improved insight in ones self
  • Improved working together (within team and
    outside BU)
  • Led to action plans
  • Helped in becoming a better leader (e.g. managing
    and inspiring people)
  • To vague, fragmented and with unclear message
  • Implementation might be hindered by the
    organization itself (smart objectives,
    objectives based instead of value based,
    KPIs).
  • In order for this to be effective, values should
    be embedded in companys objectives and
    evaluations

?
18
REQUIRED ACTIONS
  • Regular status would be welcomed also to assure
    momentum and positive feeling
  • ? Senior managers will be involved in further
    roll out (cfr. DirCom)
  • ? Creation of a virtual space for Value Driven
    bpost Leaders (with best practices, testimonials,
    discussions, shared docs, )
  • ? A follow up for Senior Mgt. can be foreseen
  • ? Senior management meeting might be a forum to
    further discuss this topic and best practices
  • How do we deal with this the fact that senior
    management is not a homogeneous group (some judge
    the workshop too basic, others excellent and
    inspiring). ? To be taken into consideration
    for further trainings/workshops

19
CONCLUSION
20
ON THE PATH TO MASTERY
  • The path is experiential, just like the training
  • Through education, teaching, forming, and all
    sorts of indoctrinations, we learned to please
    our parents, the teachers, the professors, and
    later the bosses, where is the true self ?To
    come in contact with the corporate values, you
    need to come in contact with your own values, and
    this can take time.
  • Ready to adapt underway
  • We are on the discovery path to a new role of
    leader

21
Experiential ?
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