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Creating a culture of action

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Creating a culture of action

  1. 1. CREATINGA CULTURE OF ACTION How we’re banning the term action planning, and helping people create real change.
  2. 2. of employees in the UK believe that action will be taken on the feedback they provide in employee surveys* *ORC International’s Perspectives database 49% At the start of this year we set out to fix this problem.
  3. 3. “NOTHING IS MORE EXPENSIVE THAN A MISSED OPPORTUNITY” H. Jackson. Brown
  4. 4. 70%of change programmes are estimated to fail. (Balogun and Hope Hailey, 2004) 37%of employees believe their employer is good at managing change. (ORC Global Perspectives 2016) 49%of employees in the UK believe that action will be taken on the feedback they provide in employee surveys (ORC Global Perspectives 2016) Why IS THIS SUCH A CHALLENGE? And how can HELP OUR CLIENTS TO BE SUCCESSFUL? CHANGE ISN’T EASY…
  5. 5. 4 KEY INGREDIENTS FOR CREATING A CULTURE OF ACTION. YOU HAVE SUCCESS WHEN ACTION …is VALUED …is ENABLED …is ONGOING …DELIVERS RESULTS
  6. 6. INGREDIENTS SORTED, NOW IT’S TIME FOR THE METHOD 01. CONSCIOUS ACTION LEADS TO POSITIVE CHANGE 02. THE HOW IS AS IMPORTANT AS THE WHAT 03. SUCCESS IS AN ONGOING JOURNEY
  7. 7. SO… WHERE DO YOU START? 1.Bring your stakeholders together 2.Agree a clear ambition 3.Reflect on what works…and what doesn’t 4.Plan out the year ahead 5.Think about who you’ll need to enable, and how
  8. 8. BE PREPARED TO DEMONSTRATE A COMMITMENT FROM THE TOP
  9. 9. BUT THINK ABOUT EVERYONE. INTERESTED SPECIALISTS EMPLOYEES MANAGERS CHAMPIONS LEADERS
  10. 10. 5NEW IDEAS That might create Ah ha! moments
  11. 11. WITH PERSONAL ENGAGEMENT COMES AN OPPORTUNITY FOR PERSONAL ACTION #1
  12. 12. THERE IS POWER IN POSITIVE INTERRUPTIONS #2
  13. 13. PLAN OUT THE YEAR
  14. 14. THE BEST CHAMPIONS MIGHT NOT BE WHO YOU THINK THEY ARE #3
  15. 15. / Malcolm Gladwell/ There are exceptionalpeopleout there who are capable of starting epidemics. All youneed to dois findthem. “ ”
  16. 16. START WITH A VISION, NOT WITH A PROBLEM #4
  17. 17. WHAT WOULD GREAT LOOK LIKE?
  18. 18. STORIES CAN CHANGE BEHAVIOUR #5
  19. 19. HOW DO YOU CREATEA CULTURE OFACTION? Value. Empower. Treat as ongoing. Measure the impact. And add some extra special elements.
  20. 20. NEED MORE HELP? WHAT WOULD CULTURE OF ACTION LOOK LIKE HERE? Workshops to inspire a new way of working HELP US DEVELOP THE SPARK OF AN IDEA! We’ve been inspired, can you help evolve that further…? We’d love to talk to you about how you can create a culture of action in your business… HELP US ENABLE AND EMPOWER OUR PEOPLE Access to our culture of action toolkit
  21. 21. Alice.Streatfeild@orcinternational.com Sally.Winston@orcinternational.com Sally Winston Global Head of Employee Research Alice Streatfeild Research Director FIND OUT MORE

Notes de l'éditeur

  • When we talk about action planning, the main focus seems to be on the planning, rather than the outcome, which may be why only 49% of employees in the UK believe that action will be taken on the feedback they give in employee surveys (Perspectives 2016). With all the time and effort it takes to develop and deliver employee engagement programs, this is a statistic that needs to change.
    So we have set about changing it, banning the term “action planning” and developing an initiative to create a culture of action – moving from thinking about the process to developing a culture where results are embraced and used to bring real change.
    In this half hour webinar we will share the tools and approaches companies need to create a true culture of action, where everyone in the organisation embraces the challenge of improving.
  • The challenge of taking action isn’t an easy one to overcome but it’s so important we felt we needed to go on a mission to help find the secret recipe. We combined a thorough investigation into the best and latest thinking on change, communication and learning theory, picked our best brains and the best brains of those in our Engine sister agencies and talked with clients who we know do this well within their organisations. All to find out what the defining reasons for success are and turn this into a definitive approach.
  • Why do we care?
    I think this says it all. Every time you go and ask your employees to tell you how they feel about something you are setting an expectation. As we move into a world of more continuous feedback and where millennials (and others) expect rapid change and honest dialogue the importance of action becomes even more critical.
    We wanted to create tools for companies to use to create action – to inspire and enable.
    But what we’ve also built is an approach which could be applied in any setting actually – not just to employee engagement – so we think that’s pretty exciting….
  • It’s not easy! We know this, all of the evidence suggests it – in addition to our first stat, we have these two others….
    So our killer questions where WHY? And HOW can we turn this around?
  • This is what we found through all of our research and discussion, it boils down to 4 things – 4 key ingredients.
  • But it’s also interesting that the way you do things also impacts success and these fundamental principles feed into our approach.
  • The first thing we’d suggest is creating a strategy – we have developed a workshop format to enable this. But these are the key things we’d advise…
  • This is so important – whenever change works it’s because leaders champion in and demonstrate their commitment. They don’t need to be actively involved, but they do need to demonstrate that they see this is important – if it’s not VALUED by then then why should everyone else care?
  • But the concept of who to involve goes broader than this – change works when you connect people together, when you create a collective sense of ownership but also help individual groups to be successful too. And give everyone roles in making change happen.
  • When thinking about the process you want to adopt, plan out the year… build in opportunities to remind people how important this is, feed them helpful advice on an ongoing basis…
  • The role of champions can be so powerful but it’s important to pick the right people – inspire them to be a part of positive change and enable them to do so.
  • This is a simple question but the perfect question to start with! Imagine how different a conversation in a team would be if you turn “OK tell me why you don’t think we are good at managing change around here” to “So lets imagine we’re doing change brilliantly – tell me why we are brilliant? – now lets work out how to get there”

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