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HomeMy WebLinkAboutReg 2013-05-20 Item 2 - Powerpoint Presentation Shown at Meeting - Building High Performing OrganizationsF9f i�l�l �= rfflc'i��� Dr i JJ?�Jti ri Tukwila City Council May 20, 2013 Tony Gardner •University of Virginia •Commonwealth Centers for High Performance Organizations Ver 4.5/21/2013 © 1988 -2006 Commonwealth Center for High - Performance Organizations, Inc. — permission to use for non - commercial purposes granted with citation L H PO OVERVIEW JJ1 1PJ JJ. J ._. J JJJJJJ�IJ .�.� JJ J�9J J )r J Jl1JJJJJJ 111.E :JJ �J J _J �J J _ EMPLOYEE ENGAGEMENT A significant Influence on whether sustained High Performance is achieved in today's dynamic, fast- paced environment. Ver 4.5/21/2013 © 1988 -2006 Commonwealth Center for High - Performance Organizations, Inc. — permission to use for non - commercial purposes granted with citation H PO OVERVIEW 1116111111_, JlJ1JJJJJ1ll_.:JJLJJ J�JI_ 1J1 1PJ J1 J ._.JJJJJJJ�IJ I.�.� JJ J�9J JJ_. �J.J .J �J EMPLOYEE ENGAGEMENT Workers who are: • Engaged • Not Engaged • Actively Disengaged What's the percentage of each in the national workforce? Ver 4.5/21/2013 © 1988 -2006 Commonwealth Center for High - Performance Organizations, Inc. — permission to use for non - commercial purposes granted with citation 0 P)EylEpq. InG1 qiV 1 Disergaged You know they are in your office: Employees who "not only fail to be enthralled by their work but are fundamentally disconnected from it." A Gallop survey found these 24.7 million "disengaged" workers are productivity busters, shaving about $300 Billion off of the nations annual economic performance. Actively Disengaged Engaged Ver 4.5/21/2013 Average number of workdays missed in past year 3.76 5.66 Source: C;alfap Management J urncI national tclephono survey nf1,1100 ecripluyncl adults Stress at work caused them to behave poorly with family Have the important things they want in their lives 14% I 5O% 26% 26% 15% © 1988 -2006 Commonwealth Center for High - Performance Organizations, Inc. — permission to use for non - commercial purposes granted with citation HPO OVERVIEW J I -JI 11.1 - - JJJ�9J JJ �J_l- fiJ JJIJJJ JJ JJlll.� WHY SUCH DISENGAGEMENT? • Most private and public organizations use an hierarchical system developed for the industrial revolution, updated some for the mid twentieth century. • Evidence over the last 40+ years: much disengagement results from operating in such a controlling, stifling environment. Ver 4.5/21/2013 © 1988 -2006 Commonwealth Center for High - Performance Organizations, Inc. — permission to use for non - commercial purposes granted with citation N TAILJRNTMOb1RtLd 'a SHIP AT ALL LEVELS INDUSTRIAL ENGINEERS "SCIENTIFIC MANAGERS" OWNERS EXECUTIVES 1900 INDUSTRIAL PHASE Division of Labor • Vertical • Horizontal Upper Class M M FOREMEN MANAGERS Working Class LABOR Ver 5.0- 5121/2013 © 1989 -2012 Commonwealth Center for High - Performance Organizations, Inc. — permission to use for non - commercial purposes granted with citation HPO OVERVIEW J I -JI 11.1 - JJ J.9JJJ �J _JJrj �� JJIJJJJJJJ 111._ :JJ �J J _J �J J _ J :JI JiJi_ ATIME OF TRANSITION • Led by the most profitable and successful enterprises, many businesses and governments are transitioning to elicit and utilize the full range of talents, skills and abilities in their workforces. • Results: • more engaged workers • more productive, effective workers • workers who enjoy their jobs more Ver 4.5/21/2013 © 1988 -2006 Commonwealth Center for High - Performance Organizations, Inc. — permission to use for non - commercial purposes granted with citation • LEAD r F') SHIP PHILOSOPHY FEDERAL EXPRESS ORGANIZATION CHART SM -35 i✓rcrl! -! -in 1 arl:gprz • rli�r Nlaria Jrr h aria jirl j Jir citra ,J- C= "Our challenge i3 to manage a work force and : re 4,urkplace that empooers people and continually taps human potential, 3o ii re's the 11i:'33age vie try to communicate to our people: The purpose of a bu3i11e33 13 to gain and keep customers. A courier'.; ju!J...i3 to work directly for the customer. A front -line manager's job 13 to make tli:', courier's fob easier, and hi3llirr manager's fob i3 to make the front -lily manager's fob easier, and 3o on until you et to the elecutiv' suite, Mviiere the job 13 to do •vliatev'r it takes to help everybody do their Lie5t. If you look at your organization ;Bart this way, everyone hi the company 13 the CEO's customer." Frederick W. Smith, CEO at Federal Express quoted in Blueprints for Service Quality: The Federal Express Approach, (New York: American Management Association Management Briefing, 1991) Ver 4.5/21/2013 © 1988 -2006 Commonwealth Center for High - Performance Organizations, Inc. — permission to use for non - commercial purposes granted with citation HPO OVERVIEW niaL 1J1 1PJ JJ J ._.JJJJJJJ�IJ I.�.� JJ JJIJJJ JJJJ I ll._ :JJ �J J J - fl JACK WELCH'S LESSON "All these years you paid me for my hands — when you could have had my brains for free." Ver 4.5/21/2013 © 1988 -2006 Commonwealth Center for High - Performance Organizations, Inc. — permission to use for non - commercial purposes granted with citation L H PO OVERVIEW ■JIJJJJJJJ1JJ_..:11LJJ HOW DO WE ENGAGE ALL THE EMPLOYEE HAS TO OFFER? • Redefine what's expected • Everyone responsible for: •Leadership •Management •Tasks Appropriate to where they work Ver 4.5/21/2013 © 1988 -2006 Commonwealth Center for High - Performance Organizations, Inc. — permission to use for non - commercial purposes granted with citation TAILJRNTMOb1RtLd 1-8 SHIP AT ALL LEVIELS "WORK" IS HOLISTIC IN THE NETWORKED TALENT MODEL rj r=' (purUiil i ) rJrsJ r� JJJ rJ , flrid kJ viw rust :;iii (1--D) tJr tf}��� �15]ii Ver 5.0-5121/2013 Pads 1'JJp kiivJJJ ":� 1 5ISJJJ , J WJJJ �J )) J!J �J JJrrrir�!aJ!��Jy )rJadar.1 t J1r1J �J :i.S1JJJ �rJJ �1J1r1� © 1989 -2012 Commonwealth Center for High - Performance Organizations, Inc. — permission to use for non - commercial purposes granted with citation Vision /Values Implemented Through Strategy /Structure /Systems COMMISSION VISION Strategic Thinking. • Mission /Niche • Theory of the Business (strategy /structures /systems) rategic Planni et Direction pacity Building PM Tactical • Tactic • Resou perat• I Goal es (Outcome and Impact Metrics) PM onal Plan and Action Plan Ian PM eadership Philosophy Ind vidual Behavioral Va es Op - rating S stem Val 4 es Behaviors ±- (Strategic Objectives and Performance Metrics PM Monitoring & orrective Action E PERFORMANCE (Input, Through- put, Output Metrics) Feedback oac ing (360 °) Resolut • n rocess (Discipli : System) WORK CULTURE Source: Commonwealth Center for High Performance Organizations, Inc. Ver 4.5/21/2013 PM PM) = Performance Measures © 1988 -2006 Commonwealth Center for High - Performance Organizations, Inc. — permission to use for non - commercial purposes granted with citation