Presentation to the CiPD

1. Employee
Engagement
Slides to illustrate and support the presentation
delivered to the Leicester branch of the CIPD -
3nd December 2009
The majority of the models are derived from
extensive transformation work at Rolls-Royce
Aerospace 1997 to 2001 and 33 other
transformation projects conducted over two
decades
For further information and to receive access
to additional resources please e-mail
simon@bozeatconsulting.co.uk
(c) Bozeat Consulting

2. What we do Principles How we do it
Inspirational Research
Leadership (Discovery)
Programme Trusting
management Relationships
Sales Personal
Success Development
Sustain
-ability Customer Behaviour
change
Journeys
Service
Excellence Guerrilla
Goals
and
Proven Coaching
Accelerating Techniques
Results
change Consulting
Guaranteed results
12/9/2009

3. Three steps
‘Engage’
Communicate the benefits of the new world and the
downsides to the present
Respect heritage
Spot the pioneers and early adopters
‘Enthuse’
Get people excited!
Change only ever happens when people are emotionally
involved
‘Enrol’
Give people jobs to do that create momentum
“Change is about 100s of people doing one 1 thing differently NOT
1 person doing 100s of things”
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4. Four LITE steps guaranteed to deliver change
1) Listen and learn
Discover the heritage and people’s
pain, immediate needs and aspirations
2) Inspire
Create the mindset where people are
motivated to learn new ways of working
3) Tools and techniques
Train an coach people in skills proven
to deliver outstanding results
4) Embed
Refresh and repeat until new habits
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are evident
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5. 10 steps to a successful transformation
1. The organisation has significant pain and a compelling reason
to change
2. Bring a powerful coalition together who will drive the change
agenda
3. Create a compelling vision that inspires people
4. Develop a comprehensive, practical, understandable and
flexible plan and route map with key milestones
5. Communicate, communicate, communicate!
6. Equip the leaders with the change agent’s toolkit
7. Generate and celebrate a series of small wins
8. Confront resistance and ‘change the people or change the
people’
9. Sustain momentum by taking on bigger challenges
10. Embed the changes until they become habits
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6. World class organisations work on both sides simultaneously
L Vision R
Logical Creative
Right Strategy We help you
Objectives Right Values work on the
Values right side so
Strategies
the left side is
Right Actions consistently
Right delivered
Behaviours
Actions Behaviours
Outcomes
Results
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7. Changing the culture of an organisation
From:- To:-
‘command & control’ ‘stretch & support’
bureaucratic & rigid flexible & responsive
communication top down communication top down, down up
functional silos & side to side
escalation upwards cross functional teams (matrix
training for training's sake thinking)
‘them & us’ blame culture escalation sideways
boring & stuffy business focussed training
change only from the top ‘who cares as long as the job gets
done!’
no consequence for poor
performance fun & exciting
people give themselves permission
to implement change
peak performers rewarded,
poor performance swiftly addressed
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8. Changing the culture of an organisation
From:- To:-
focus on results focus on results and process
appraisals annually continuous feedback
appraisals top down feedback from peers, direct
reports & the boss
focus on finding fault focus on celebrating
same job for life success
management multi-skilled
focus on now leadership
we know best focus on now and tomorrow
‘I've failed’ we’re here to learn from
others
‘get it right first time or
‘i’ve had a little learn’
don’t do it at all’
‘accept that we will
not always be right
and take rational risks’
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9. From the old world to the new
OLD WORLD NEW WORLD
•Stable markets •Markets changing
•Economy based on manufacturing •Economy based on service
•Jobs for life •Globalisation
•Security •Average life of a company
•Clear lines of accountability reducing
•Generalists •Specialists
•Boss ‘wields the brain’ •Hundreds of niche players
•Many big corporations •People wanting balance
•High loyalty to company between work and home
•People put up with a low quality of •Everyone encouraged to
work life continually learn
•Little post school education •Empowered workforce
Pioneers
Supporters
Majority
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10. Active
Well Pioneers
Poisoners
Level of involvement
Old Settlers
Dogs
Passive
Negative Positive
Orientation towards change
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11. Active
Well Poisoners… Successful pioneers …
Find ways to sabotage
Have vision, are energetic, take
and/or delay advances by
risks, challenge conventional
talking much and doing
thinking, are impatient, sometimes
Level of involvement
nothing, setting up committees
lack a detailed approach,
that promise much & deliver
recognise that they need a high
little, spread unhelpful rumours,
quality support team around
discredit people, intentionally
them, move on once a challenge
avoid taking responsibility & find
reasons why not. Can be terrific has been met, find reasons why
allies if they can be ‘turned.’ you can.
‘Old dogs’… Settlers…
Lament about how good Feed the pioneers with the
things were in the old physical & emotional
days, keep their head resources they need, are
down, when necessary more conservative by nature,
Passive
align themselves with the often have a more
‘Well Poisoners’ in order to methodical and detailed
preserve the status quo. approach, warn pioneers of
potential dangers, come to
the rescue when necessary.
Negative Orientation towards change Positive
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12. We shorten and lessen the depth of the change curve
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13. Challenges of the Change Agent
change
VISIO
betrayal
search for
solutions
identity crisis
denial
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14. Challenges of the Change Agent
Shock!
Change
VISIO
betrayal
search for
solutions
Defeat
Curiosity
identity crisis
denial
Reactive Sophistry
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15. The classic objections to change
‘We haven’t got the time/it’s not high enough
on my list of priorities’
‘My boss wants it but I don’t’
‘I want it but my boss doesn’t’
‘We tried that before & it didn’t work then’
‘It might have worked for xyz
department/company but we’re different’
‘We’re already doing that’
‘I can’t see how all the effort will have to put in
will bring us the results we’re looking for’
‘I just don’t have the resources’
The job of the change agent is to find out which of these mask
the real reasons and which have merit
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16. Robert Dilts change model
X Beliefs + Capability + Behaviour + Environment Confusion
Culture Behaviour Actions Here & Now
Mission + X + Capability + Behaviour + Environment Gradual Change
Vision Behaviour Actions Here & Now
Mission + Beliefs + Capability + Behaviour + X Frustration
Vision Culture Behaviour Actions
Mission + Beliefs + Capability + X + Environment o Change
Vision Culture Behaviour Here & Now
Mission + Beliefs + X + Behaviour + Environment Anxiety
Vision Culture Actions Here & Now
Mission + Beliefs + Capability + Behaviour + Environment SUCCESS
Vision Culture Behaviour Actions Here & Now
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17. How we work I
1. We recognise that in the majority of cases you know
what to do, it is the implementation that you are
struggling with
2. We have an engagement process that assesses
your readiness and reactions to change
3. We only deliver interventions that will make a
positive and long term difference
4. Every assignment normally results in you becoming
increasingly willing to seek, accept and act on
expertly delivered feedback
5. We help you define what great looks like and then
enable you to get there
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18. How we work II
7. WYSIWYG ‘What you see is what you get’
8. We deliver less consulting more support and help
9. We lead people through a process of doing and
learning in order to achieve a specific
business/organisation goal
10. We train internal change and performance
consultants to achieve a sustainable result
11. We intervene when there are problems that need to
be solved
12. We ask the difficult questions and you reveal the
answers
13. We leave you with sustainable capability
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19. Beliefs and . . . ‘The One-Way System’
TECHNIQUE BEHAVIOUR
/ TALENT
BELIEF RESULTS
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20. ‘Dynamic 360’
Willingness to embrace and act on feedback
Participants active in
regularly seeking and
acting on feedback
from multiple sources.
Written 360 degree
feedback. Dialogue
with a trained coach.
Personal Development
Plans.
Boss and peer
feedback, ad hoc
dialogue.
Annual appraisal
feedback only
top down.
Frequency and richness of feedback
12/9/2009

21. Who we’ve worked with: What some of our clients say:
“You are one of the very few [coaches] who can light the
• Business Post lamp in the mind of the student and make it clear.”
• Camping & Caravanning Club Alan - Senior Engineer, Rolls-Royce Aerospace
• Corporate Express
• Department of Work and “We had seen over ten training companies and
individuals in the last ten months, we chose you for a
Pensions number of reasons. Firstly because of your very
• Ford Motor Company professional approach, you took the time to listen. Also
• Genesis Communications because of your strong sales background you could
fully understand our issues. Finally we were impressed
• GPT by your ability to hold the audience in the palm of your
• Institute of Directors hand.”
Keith London - Managing Director - ACT
• Geldards LLP
• HBOS “Thank you for the two day workshop, everyone without
• HBOS GSI exception enjoyed the experience and is now
• IVAX pharmaceuticals enthusiastic to initiate a change. A comment from all the
participants ‘nice guy, changed my views about
• Job Centre Plus consultants’ ”
• Natural History Museum William Martin - Managing Director - GT Martin
• Opal Telecommunications
• Rolls-Royce Aerospace “In just 6 weeks I have decreased my working week by
25% and increased my income by 33%!’
• Siemens Noreen Vines - Medical Specialist
• SPS Technologies
• Swan National “Simon is unbelievably incredible. I am in awe watching
• St James’s Place him during delivery and amazed at how far he has
• T-Mobile moved the team on during the short time he has worked
with them"
Julie Laporta, Human Resources Manager, Corporate
Plus many SMEs and Express 21
micro-businesses
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22. A rigorous 7 step approach to
deliver results
1. Discovery – extensive research
2. Agreeing goals and outcomes
3. Developing a solution
4. Mobilising commitment
5. Implementation
6. Monitoring performance
improvement
7. Closure and sustainability
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23. Offices: Prospect House
Chapel Street
Oakthorpe
DE12 7QT
Web: www.bozeatconsulting.co.uk
E-mail: simon@bozeatconsulting.co.uk
Office: 01530 271272
Mobile: 07989 673095
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