Culture-Driven Leadership Part II Bill P. Martone President WPM Consulting The Community Technical Assistance Center of New York
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February 19 th 11am-12pm Performance Excellence: Measuring what matters Agencies, already overwhelmed by the demands of day-to-day operations, 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 The Community Technical Assistance Center of New York
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 1. Organizational Culture 2. Performance-based Culture 3. Performance Excellence – An Agency Journey 4. Appendix – Leading Cultural Adaptation 1. Q&A William P. Martone 1/15/16
Goals For The Series • 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 William P. Martone 1/15/16
“Culture Eats Strategy for Breakfast” Peter Drucker
Organizational Culture “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
What’s Your Organizational Culture Look Like Some Examples………
So……. Organizational Culture Could Be Defined As…….. Self -Sustaining Patterns of And Behaving Believing Thinking Feeling
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 Leaders: 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
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
Possible Responses 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 ✔
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
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 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
World Class Examples of nationally recognized measurement % Organizations with Sustained Performance of . . . 98% systems Excellent • Malcolm Baldrige National Quality Award Criteria • California Council for Performance Excellence • Joint Commission • ISO standards • Council On Accreditation 75% Very Good 80+ organizations have been recognized for sustained Range 6 performance by the Dept. Of Commerce including education, healthcare, non-profit and government sector organizations 2012 50% Fair to Good 30% 2009 Poor - Fair 15% Very Poor Source: National Institute of Standards and Technology (NIST); Malcolm Baldrige National Quality Aw ard
T he Or ganizational Conte xt for E xc e lle nc e Primary Conversational Alignment Organizational Group Individual Very Poor – Poor Fair – Very Good Excellent – Best in/World Class Results Results Results 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 o 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
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