Nwc mgt retreat jan2019a

S
NWC
1/15/2019 www.AboveorBeyondJM.com1

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Valuing your Role in the Public Sector
WHO DO YOU WORK FOR?
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Who Will Save Jamaica?
Public Sector
◦Responsibility for
the quality of life of
the people of
Jamaica
Private Sector
◦Responsible to
increase value to
shareholders

Swww.AboveorBeyondJM.com8
Strategies for
Organizational
Transformation:
From Linear Change
To Paradigm Shift
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Who Wants Change
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Who Wants to Change?

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Linear Change Paradigm Shift
SManager LEADER
S Do the next right thing Lead organization to a place it
wouldn't go by itself
S "Now" decision making "FUTURE“ DECISION-MAKING
S Best today decision How today's choices play out
in vision, mission, values
1/15/2019

How People React to Change
Kübler-Ross Curve (1969)
Denial
Anger or blame
Depression & confusion
Acceptance
Bargaining
And self-blame
Shock
1
2
3
4
5
6
7
Problem-solvingMORALE,ENERGY&PERFORMANCE
T I M E

What they need
Based on Kübler-Ross Curve (1969)
MORALE,ENERGY&PERFORMANCE
Consistency
Listening
Vision
Options
Support
T I M E
Warning
1
2
3
4
5
6
7
Motivation

You Can’t Give What You Don’t Have!!
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“Only A Wet Baby
Welcomes Change”
Dr. Sandra Palmer
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Leahcim Semaj www.ABOVEorBEYONDJM.com 17
WORK VALUES

SAll leadership comes down to
this:
Schanging people's behavior
SWhy is that so hard?

Change or Die
What if you were
given that choice?
We're talking actual
life or death now

Don't believe it?
SYou want odds?
SHere are the odds
SThe scientifically studied odds: 9 to 1
SThat's nine to one against you
SHow do you like those odds?

For The last 50 Years
S We know that 80% of health-care budget is consumed by 5
behavioral issues
S too much
S Smoking
S Drinking
S Eating
S Stress
S And not enough exercise

Around Half of The Time
Sthe bypass
grafts clog up
in a few years
Sthe
angioplasties,
in a few
months

Very Few Change
2 years
after coronary-
artery bypass
grafting
90%
have not
changed
their lifestyle

Resistance To Change
SChanging the
behavior of people
isn't just the
biggest challenge
in health care
SIt's the most
important challenge
for businesses
trying to compete in
a turbulent world

Many Organizations
SNow need a
business strategy
for continuous
mental
rejuvenation and
new learning

Change
SThe central issue is never
Sstrategy, structure, culture, or systems
SThe core of the matter is always about
Schanging the behavior of people

YOU
Smay be called upon to respond to profound
upheavals in marketplace dynamics
Sa shift from a regulated to a deregulated
environment
Sor entry into a new business
Sor to a corporate reorganization, merger

Managers
S are supposedly the prime change agents for their
companies
S but they're often as resistant to change as
anyone
S and as prone to backsliding
SHow do you plead?

1/15/2019 www.AboveorBeyondJM.com30www.LTSemaj.com 30
Like everyone else,
LEADERS ARE NERVOUS
about learning new skills, behaviours,
and working relationships
S Unlike everyone else,
S LEADERS HAVE TO GO FIRST

On Becoming A Leader

Leadership

“With Good Leadership Any Problem
Can Be Solved”
•William R. "Bill" Rhodes
•Banker to the World
• Former senior international officer and senior
vice chairman of Citigroup and Citibank
• Served in various senior executive positions at
Citi from 1957 until his retirement from
Citigroup on April 30, 2010

What The
Leaders Sow
The People
Reap.
Dr. Leahci m S emaj
ABOVEorBEYONDJM.COM

www.LTSemaj.com 36
LET'S GET RID OF MANAGEMENT
S People don't want to be managed
S They want to be led
S Whoever heard of a world manager?
S World leader, yes
S Educational leader. Political leader. Religious leader.
Scout leader. Community leader. Labour leader.
Business leader. Gang Leader
S They lead. They don't manage

The Maths of Change
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Despite The Best Efforts
•Of intelligent, well-
educated, and
experienced senior
managers
•Change programs are
more likely to fail than
succeed 1/15/2019www.AboveorBeyondJM.com
39

S
Part 2
1/15/2019
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com
40

All Staff
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CHANGE
CHAMPIONS:
CREATING
CHANGE
FROM IDEA
TO MOVEMENT

Swww.AboveorBeyondJM.c
om
431/15/2019

WHY CHANGE FAILS

MAKING
CHANGE
WORK
1/15/2019WWW.ABOVEORBEYONDJM.COM 45

Change
Cannot be
Managed
Leaders will be required to:
Buy the changes designed
Live the changes implemented
Sell the changes to all
Enforce the changes at all levels

Burn Your Boats

S
This is how to turn your idea for
change into a movement
To create real change in your company, take a lesson from social organizers.
BY GWEN MORAN

From Inspiration to Action
S Sometimes, an idea or cause
inspires such fervent feelings
and action from a large group
that it becomes a movement
that creates significant change
in how people think, feel, and
act.

Over Time,
S movements like animal
rights, corporate social
responsibility, and #MeToo
began as concepts and,
ultimately, changed
attitudes and behaviors.

How can this work in business?
S That boils down to a series
of steps
S To create change in your
organization, these are the
priorities of successful
movement-starters.

The NWC’s
MISSION
•“To contribute positively to
National Development by
providing high quality potable
water and sewerage services to
residents and businesses
through a competent and
motivated team in a cost
effective and sustainable
manner”.

1) CREATE A CLEAR AND
COMPELLING VISION
S Begin with The End!!
S Your vision helps people
understand the issue and
what the benefit of change
will be.

The Vision of NWC
S“By 2030, the NWC will be the No. 1
Water Services Utility in the Caribbean
and Latin America in terms of coverage,
customer satisfaction, reliability,
efficiency, compliance and viability”.

You can choose to be defined
by your vision of the future
or to be stuck in a memory of the past.
Dr. Leahcim Semaj
ABOVEorBEYONDJM.COM

Are You Ready?
S Are willing to live Your mission?
S Do You All share the vision?
S Are You ready to live the values?
SFailure is NOT an option!!

The best visions have 3 parts,
S Desired future.
S How do you want the world to look if your
vision has succeeded?
S Purpose.
S Share why this issue matters to you and
others.
S Story.
S Put a face on it through stories of challenges
or triumph.1/15/2019 www.AboveorBeyondJM.com57

2) KNOW THE INFLUENCERS—
AND WHAT THEY CARE ABOUT
S It’s not enough to know who
the decision makers are—you
have to know their priorities
S Too many business leaders try
to “sell” an idea or change
proposal without really thinking
through the impact on the
decision maker and what
matters to them.

WIIFM.
S a big part of persuading people to think about taking
action is understanding how to make them successful.

3) BUILD A TEAM OF ALLIES
S Having a “beta team” of supporters can
help you build momentum for greater
change.
S When you have other supporters,
S you begin to gain more influence and
credibility.

Old Ways
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61

4) BE INFORMATIVE AND
TRANSPARENT
S Giving people good information about
what the change is
S and how it will affect them meets their
need to understand the environment
around them
S and what the possible outcomes will
be

Show Them and Shape Them
S Shape your messages and stories to
reflect what matters to them,
S showing them choices they have,
S the connection to their values and
purpose,
S and the skills that will help them
navigate the proposed change.

5) TAKE THE TEMPERATURE
S Good movements may have to shift if the
change isn’t working or if they’re not
connecting with their audience.
S Get feedback about how the change is
working and how people are responding.
S Charging forward without testing out whether
your efforts are creating the desired effect
risks alienating your audiences.

Leading Change

Motivational Conversations Work
S It’s important to have people reflect on the change
S Have them think about their options and opportunities.
S When they come to their own conclusions about the change and how it can
be of value to them, mind-sets shift
S These motivation conversations take people deep, to help them understand
what’s happening to them psychologically around this change.

6) GET READY FOR THE LONG GAME
S Movements don’t happen overnight
S They require persistence and patience.
S But when you craft your messages to resonate
with the audiences you need to reach,
S keep your finger on the pulse of progress
and adapt when you need to, you can move
the needle and make progress on projects
and programs that matter.

Live Your Values
• Honesty – we strive to be open and honest in our undertakings and maintaining
public trust at all times.
• Innovativeness – we seek to be innovative and creative in accomplishing our mission
and enhancing the quality of service provided.
• Transparency – we endeavor to provide information regarding our transactions,
ensuring that records are maintained that are auditable and can withstand public
scrutiny.
• Accountability – we accept and acknowledge our obligations to our customers,
employees and other stakeholders in providing potable water of the highest quality
and collecting, treating and disposing of sewerage in an environmentally responsible
manner.
• Professionalism – we strive to be knowledgeable and proficient, ensuring that our
duties are carried out in a manner that is objective, thorough, consistent and
efficient.
• Self-Sufficiency – we endeavor to maintain our operations from our revenues and be
good stewards of our resources.

Mission, Vision, Values and Work:
Aligning The Organization for Higher Levels of
Personal Satisfaction and Productivity
Workforce ALIGNMENT Company
Mission SHARED Mission
Vision SHARED Vision
Values SHARED Values
Satisfaction
Levels
HIGH Satisfaction
Levels
Synchrony

Lasting Change is Rarely a Sprint

The Challenge
Sto graft new
practices onto the
old roots while killing
off the inconsistent
pieces
1/15/2019

Hold a Eulogy for the Old Culture
SLet the old culture rest in
peace
SSO THE NEW CULTURE
CAN TAKE ROOT
1/15/2019

Change
S “Every time you are tempted to react in
the same old way, ask if you want to be a
prisoner of the past or a pioneer of the
future.”
SDeepak Chopra
1/15/2019 76 www.AboveorBeyondJM.com

Leahcim Semaj, Ph.D.
Chief Ideator & Resultant
Above or Beyond
1/15/2019 78 www.AboveorBeyondJM.com

S
DEAL?
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Nwc mgt retreat jan2019a

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