2. Connect.Inspire.Thrive.
3. ARE WE THERE YET??
Measuring achievement
Understanding what lies ahead
Recognising and Managing Some Classic Roadblocks
Connect.Inspire.Thrive.
4. Measuring Achievement
Connect.Inspire.Thrive.
5. Measuring Achievement
Beware the Fog of War
Moving forward looking back
Reassess drivers and vision
Projects are not an end
Connect.Inspire.Thrive.
6. Measuring Success
Change has objective and
subjective drivers
Both can be measured
Both can be charted
Connect.Inspire.Thrive.
7. Example
Problem Good people are leaving us
Why?
Test
Employee climate survey, exit interviews, delayed exit
interviews
Industry standards, salary reviews
Reassess team structure
Define the problem clearly at the outset
Solution
Vision which addresses this outcome
Define your vision, define your behaviours, design your
projects
Connect.Inspire.Thrive.
8. Example
Have you won?
Must measure the projects
Must establish little victories
Must keep the momentum going
BUT theres no place like home!
Dont forget where you came from
Dont confuse little victories with
the big picture!
Connect.Inspire.Thrive.
9. Measuring Success
Constantly refer back to original problem to see how you are
tracking
Dont confuse little victories with big issues
Identify your True North
Connect.Inspire.Thrive.
10. Roadblocks!
Connect.Inspire.Thrive.
11. Roadblocks
Name:The Yairbutt Tribe
Characteristics: Undermine every suggestion with a negative
response
Examples: Yairbutt that wont work
Yairbutt we tried that already
Yairbutt they wont like that
Connect.Inspire.Thrive.
12. Cure:Question Back!
Why not? define their concerns (often they will have no
substance)
Co-own if you identify a problem, you own it with me and together
we must come up with a solution
Communicate the successes keep the message up re the little
victories
Yairbutts are scared of change so they look for easy reasons why it
should be avoided they need to have their nerves calmed.
Connect.Inspire.Thrive.
13. Roadblocks
Name:The Smirkin Gherkins
Characteristics: They know better!
Examples:Respond to a new suggestion or plan with what they regard
to be a knowing smile, effectively a pat on the head
Also known to give sideways glance to fellow tribesman (with or
without eyebrows raised) and share smirks
Connect.Inspire.Thrive.
14. The Cure: Avoid their game!
This is about power if you crack they have won
It is about letting you know they know better and allowing you to
speak is a favour to you
Cure is to reinforce your power position by ensuring you have rock
solid top cover enhance your power position to change culture.Small
victories will help.
If necessary, divert their influence over key outcomes by involving
others in initiatives, even others from their team
Connect.Inspire.Thrive.
15. Roadblocks
Name:The Weyoostah Tribe
Characteristics: Avoid change by nostalgically recollecting
previous work practices.
Examples: Weyoostah do this much better
Weyoostah work like a family
Weyoostah deal with this like....
Connect.Inspire.Thrive.
16. Cure: Hand Patting
The Weyoostahs response to change is again based in fear of
change.
-reassurance the why
-reassurance the how
-reassurance the when
Keep communicating constant reinforcement of the safety of progress
is required
Connect.Inspire.Thrive.
17. Roadblocks
Name:The Mushrooms
Characteristics: Claims not to know anything, lives in a silo
Examples: I just want to get on with my work
Im too busy to get involved with that
Thats irrelevant to our operations
Connect.Inspire.Thrive.
18. Cure: Sunshine
Change champions are well connected
Involve team members in new initiatives
Ensure Managers are walking the talk
Inter-Unit project teams
Employee exchange programs
It is about giving the mushroom light by way of information and
forcing new thoughts, ideas, initiatives and projects into their
silo
Connect.Inspire.Thrive.
19. Roadblocks
Name:The Cork Poppers
Characteristics: Premature Celebrators
Examples: Hand out awards for turning up to work
Starts talking about the next major project
Gets impatient when you talk about work left to do
Connect.Inspire.Thrive.
20. Cure: Perspective Punch
21. Solid measurable outcomes 22. Reinforcement of underpinning
reasons for change 23. DataConnect.Inspire.Thrive.
24. Roadblocks
Name:The Bunnys
Characteristics: React to announcement of change as though it was a
complex algebraic equation
Examples:
Connect.Inspire.Thrive.
25. Cure: Little words
26. Make sure the change is easily accessible 27. Ensure your
change champions are getting a consistent, simply yet positive and
strong message out there 28. Revisit with evidence (when it becomes
available)Connect.Inspire.Thrive.
29. Roadblocks
Name:The Grassy Knolls
Characteristics: Constantly looking for inconsistencies, mistakes
or slips ups to reinforce their suspicion that there is a huge
conspiracy behind this
Examples: This is all about redundancies isnt it
You said that it would be done by now
One rule for them, one rule for others
Connect.Inspire.Thrive.
30. Cure: Fall on the sword
31. Admit to mistakes and fix them ask for their help 32. Do not
ever dodge or avoid 33. Revisit with evidence (when it becomes
available)Connect.Inspire.Thrive.
34. Roadblocks
Name:The Teflon Dons
Characteristics: Person of higher status in organisation that
refuses to buy in
Examples: Its important to the punters obviously, but Im not able
to...
Yeah well you try running a business with all this going on
Im really too busy for this
Connect.Inspire.Thrive.
35. Cure: Take a deep breath
36. Explain the impact that this is/can/will have on the
initiative and why 37. Focus your team on the circle of focus get
the best result you can get 38. Is this a deal breaker for you?
Talk to a mentor/coach/friend/catConnect.Inspire.Thrive.
39. Roadblocks
Connect.Inspire.Thrive.
40. Legal Issues: Overview
Training & Tantrums
Making
them learn
Walk the Talk
Consistency
is important
Communication is Key
Make your
expectations clear
Tariffs &
Slush Funds
Whats the
going rate?
Why Does it Matter?
Personal responsibility
Contracts & Commitments
How can they
be managed?
41. Legal Issues: Overview
Training & Tantrums
Making
them learn
Walk the Talk
Consistency
is important
Communication is Key
Make your
expectations clear
Tariffs &
Slush Funds
Whats the
going rate?
Why Does it Matter?
Personal responsibility
Contracts & Commitments
How can they
be managed?
42. Communication is Key
Webster v Mercury Colleges Pty Ltd [2011]
?
Employee taught English as a Second Language to adult
students
Classes included instruction on use of the F-word
Employee was summarily dismissed for serious misconduct
Employee had to leave Australia
43. Communication is Key
Webster v Mercury Colleges Pty Ltd [2011]
44. No opportunity was given for the employee to adjust the
teaching programmeto address concerns 45. Dismissal was harsh,
unjust and unreasonable 46. Compensation was awardedEmployee taught
English as a Second Language to adult students
Classes included instruction on use of the F-word
Employee was summarily dismissed for serious misconduct
Employee had to leave Australia
47. Legal Issues: Overview
Training & Tantrums
Making
them learn
Walk the Talk
Consistency
is important
Communication is Key
Make your
expectations clear
Tariffs &
Slush Funds
Whats the
going rate?
Why Does it Matter?
Personal responsibility
Contracts & Commitments
How can they
be managed?
48. Training & Tantrums
McKellar v Jetstar Airways Pty Ltd (No 2) [2010]
?
Employee was required to undergo training as a condition of
employment
Employee repeatedly failed to pass
Argued training was poor and failure was employers fault
Employee was dismissed and made unfair dismissal claim
49. Training & Tantrums
McKellar v Jetstar Airways Pty Ltd (No 2) [2010]
50. No deficiencies in training programme 51. Failure was due to
employees own lack of ability 52. Unfair dismissal claim
dismissedEmployee was required to undergo training as a condition
of employment
Employee repeatedly failed to pass
Argued training was poor and failure was employers fault
Employee was dismissed and made unfair dismissal claim
53. Legal Issues: Overview
Training & Tantrums
Making
them learn
Walk the Talk
Consistency
is important
Communication is Key
Make your
expectations clear
Tariffs &
Slush Funds
Whats the
going rate?
Why Does it Matter?
Personal responsibility
Contracts & Commitments
How can they
be managed?
54. Walk the Talk
Candido v Hi Fi Supermarkets Pty Ltd [2003]
?
3 employees were caught smoking marijuana
The incident occurred outside of work hours
The dismissed employee had one prior warning
The employees manager had taken a puff too
55. Walk the Talk
Candido v Hi Fi Supermarkets Pty Ltd [2003]
BUT
56. Unfair dismissal claim succeeded and compensation was
awarded3 employees were caught smoking marijuana
The incident occurred outside of work hours
The dismissed employee had one prior warning
The employees manager had taken a puff too
57. Legal Issues: Overview
Training & Tantrums
Making
them learn
Walk the Talk
Consistency
is important
Communication is Key
Make your
expectations clear
Tariffs &
Slush Funds
Whats the
going rate?
Why Does it Matter?
Personal responsibility
Contracts & Commitments
How can they
be managed?
58. Contracts & Commitments
Fair Work Ombudsman v Centennial Financial Services [2011]
?
Employees were engaged under award terms
Business owner directed HR Manager to change them to
contractors
Salaries were substituted with commission only payments
No change to duties or responsibilities
59. Contracts & Commitments
Fair Work Ombudsman v Centennial Financial Services
[2011]
60. Underpayments for training time, wages & annual leave
occurred 61. Superannuation was not paid 62. Backpayments of
$13,400 were ordered 63. Fines of $7,700 were also imposed 64.
Additional backpayments for superannuation, penalties &
interest are possibleEmployees were engaged under award terms
Business owner directed HR Manager to change them to
contractors
Salaries were substituted with commission only payments
No change to duties or responsibilities
65. Legal Issues: Overview
Training & Tantrums
Making
them learn
Walk the Talk
Consistency
is important
Communication is Key
Make your
expectations clear
Tariffs &
Slush Funds
Whats the
going rate?
Why Does it Matter?
Personal responsibility
Contracts & Commitments
How can they
be managed?
66. Tariffs & Slush Funds
Determine existing entitlements
Assess the going rates
Are there any legal barriers?
Consider a release / confidentiality at a minimum
Professional advice is a good investment
67. Legal Issues: Overview
Training & Tantrums
Making
them learn
Walk the Talk
Consistency
is important
Communication is Key
Make your
expectations clear
Tariffs &
Slush Funds
Whats the
going rate?
Why Does it Matter?
Personal responsibility
Contracts & Commitments
How can they
be managed?
68. Why Does It Matter?
Fair Work Ombudsman v Centennial Financial Services [2011]
?
Employees were engaged under award terms
Business owner directed HR Manager to change them to
contractors
Salaries were substituted with commission only payments
HR Manager prosecuted for involvement in contravention
69. Why Does it Matter?
Fair Work Ombudsman v Centennial Financial Services
[2011]
70. HR Manager actively participated in getting employees to
sign up 71. HR Manager found liable as an accessory 72. Fines
totalling $3,750 were imposed 73. HR Manager ordered to pay in
personal capacity 74. HR Managers career ruinedEmployees were
engaged under award terms
Business owner directed HR Manager to change them to
contractors
Salaries were substituted with commission only payments
HR Manager prosecuted for involvement in contravention
75. At the end of the day
Connect.Inspire.Thrive.
76. QUESTIONS
Connect.Inspire.Thrive.
77. Connect.Inspire.Thrive.