Cultural Change through Value Based Leadership

Jean-Pierre THILL Leadership & Management Development @ bpost

CONTEXT – Environmental changes Privatisation of postal services New competition Strong reduction of paper flows and

substitution by electronic mail High automation of processes 75%

25%

75 % of Belgians use Internet

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

CONTEXT – Reaction of bpost

Efficiency : Processes improvement Organisational reengineering

Solutions : Development of new activities

New markets acquisition

…

BUT !

CONTEXT : The human power

No change without actors

our team members

our leaders

OBJECTIVE : Continuous change

Cultural change

DIFFICULTIES

Resistance Inertia

!

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

HOLISTIC approach

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

Processes & methods

Training

Viral change

CHARACTERISTIC of the new approach

Right balance

Measure (Starometer)

Tool-kitBeing

Doing

Knowing

LEADERSHIP = Key role

Promote & respect the processes Show the right behaviour Support and reinforce the right behaviour

Axis 1 : PROCESSES & methods = Corporate foundations

Leadership model Set of behaviour Performance appraisal Talent review 360° / 180° Selection

Axis 2 : TRAINING = individual foundations

Classical leadership training (LOT-LET) Other training & coaching Postal exchange (Top 100 forum) – Road shows Value driven leadership : > 1000 leaders

In partnership (approach, content, measure)Development : internalOLL + experiential training

Axis 3 : VIRAL CHANGE

No great actions Just living the example (Leandro Herrero)

Ambassadors Communication Specific expected behaviours

Opinion leaders

WHERE ARE WE ?

2010 Senior management (Top 100) 2011 Next wave ( 430 middle-senior mgr) 2012 Front Line leaders (> 500 LOT)

DO WE ALREADY SHOW RESULTS ?

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

?

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 one’s 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 company’s objectives and evaluations

?

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 doc’s, …)

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

CONCLUSION

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

Experiential ?