Change Leadership A view from the front seat

Transcription

1 Change Leadership A view from the front seat Bruce Burrell Consul,ng Incorporated

2 What we will cover Building an Effec<ve Team Change Management Change Leadership Performance Measurement Lessons Learned

3 Building a team is cri<cal First outside Chief in the Department s history Team was fractured divisional interests and personal agendas were being put ahead of organiza<onal interests No effec<ve business or strategic plan So.with a mandate for change, where do you start?

4 Surround yourself with those who will have your back Build a team that is cohesive enough to come to consensus Deal with those who subvert the team If your team is not cohesive percep<on of the organiza<on is a reality you will have to live with

5 Try to keep a balance It s easy to surround yourself with people who think like you Having members on your team with opposite profiles helps maintain a balance Check in with those who are silent when you speak or who don t par,cipate in discussions they are usually those who best see blind spots - yours or more outspoken team members

6 Hire for acumen and fit Hire only the best or those that you can develop into the best You will not always get it right Develop, develop, develop Your future leaders are and should be part of your team Hire a range of ages/genera,ons/genders

7 Change Management 19,300,000 RESULTS It s a process Appeals to process oriented thinkers * Drives crea,ve members of the team crazy You need to ID the type of change Developmental Transi,onal Transforma,onal* (The uncertainty around transforma,onal change creates challenges with both)

8 Isn t Change Management something you have always done? So why use a Change Management Model?

9 9,220,000 RESULTS What model do you use? Wait a minute it s actually more complex First you have to iden,fy the type of change

10 Models: L. Anderson, Being First Inc..and the BIG one

11 Confused about Change Management? It can be hard to get started.

12 Things you need to evaluate: What type of change are you trying to make? What is the organiza,onal readiness for change? Is your team on board? If Developmental Change or in some cases Transi,onal Change who is the leader? If complex Transi,onal or Transforma,onal Change You are the Leader are You ready to make the leap?

13 If your Change Management process isn t working you need to look at.your Change Leadership

14 Change Management is Not Change Leadership

15 So, what is the difference? Change Management A set of processes and a set of tools and a set of mechanisms that are designed to make sure that when you do try to make some changes, A, it doesn t get out of control, and B, the number of problems associated with it you know, rebellion among the ranks, bleeding of cash that you can t afford doesn t happen. Change Leadership Change leadership, on the other hand, concerns the driving forces, visions and processes that fuel large- scale transforma,on. Puts an engine on the whole change process, and making it go faster, smarter, more efficiently. Change Management vs. Change Leadership John Koger, Forbes, July 12, 2011.

16 Change Leadership Are your troops behind you? Blindly following or ac,vely engaged?

17 Change Leadership is a cri,cal skill for senior leaders when large scale change is required in an organiza,on. Effec,ve Change Leaders are able to mo,vate and bring others along with them, when they are ins,tu,onalizing change.

18 So, what changed? Management control of organiza,on Development of a 3 year Business Plan Growth Planning Sustainability Plan (long term master plan ) Change in Bargaining Strategy

19 Transparency Demonstra<ng excellence The Calgary Fire Department is an accredited agency with the Commission of Fire Accredita,on Interna,onal (CFAI). Accredita,on is about striving for excellence, and ensures we con,nue to improve our service to Calgarians. We are one of only seven Canadian fire services who have received this designa,on. Of more than 33,000 fire agencies across North America, only 201 have achieved this status. To learn more about the policies and strategies that guide us, download the documents below. Calgary Fire Department Sustainability Plan, 2011 to 2021 Calgary Fire Department Business Plan, 2012 to 2014 Calgary Fire Department Business Plan, 2015 to 2018 Calgary Fire Department Annual Report 2013 Calgary Fire Department Annual Report 2014 Calgary Fire Department Self Assessment Manual, February

20 It isn t always easy

21 Communicate Mee,ngs with Captains and Crews ( ) Sta,on visits With Council and Senior Admin. With internal and external service providers and partners With anyone who will listen

22 So, how do you know you are making change?

23 Performance Measurement Started with 2006 to 2008 Business Plan Established Baselines for a number of service areas Established Benchmarks for exis,ng and new programs Ini,al focus was on opera,ons, with secondary focus on Preven,on and Training

24 Do you have the data? Yes, Fire Departments are data rich Current measurement of programs # of inspec,ons conducted Response and turnout,mes # of public contacts, etc., etc Your BASELINE is what you are doing now.

25 From Baseline to Benchmark Going from where you are to where you want to be In your business plan you set a goal to reduce turnout,me by 25% over the next 4 years Your current turnout,me at the 90 th percen,le is 2 min 40 seconds (Baseline) Benchmarks: Year 1 is 2 minutes 30 seconds Year 2 is 2 minutes 20 seconds Year 3 is 2 minutes 10 seconds Year 4 is 2 minutes Two minutes, 40 seconds = 120 seconds + 40 seconds = 160 seconds 160 seconds *.75 = 120 seconds. Your target is 2 minutes (120 seconds) Your target divided by the 4 years is 40 seconds/4 = 10 seconds reduc,on per year.

26 Quan,ta,ve or Qualita,ve? The previous example was quan,ta,ve you have hard data to conduct your comparison Data that can be measured and compared from year to year so you quan,fy the improvement (or decline) is quan,ta,ve even though there may be a qualita,ve outcome(s) Note: In our Turnout Time example the measurements are quan,ta,ve the outcome may be qualita,ve as ci,zens feel safer

27 Qualita,ve Example Business Plan states Maintain a Ci,zen Sa,sfac,on Ra,ng of 95% or higher * Results: % % % This is not an area where you need to do more than maintain A quan,ta,ve measure may help explain. * Illustra,ve purposes only, numbers may not be exact

28 Cit/Sat vs. Public Engagement In the Business Plan one in 10 Calgarians will receive fire safety informa,on in a non- emergency setng (Not exact wording)* / / / /9 * Illustra,ve purposes only, numbers may not be exact So, a Quan,ta,ve Metric can poten,ally impact a Qualita,ve Metric. Both are important.

29 Repor,ng on Performance Metrics The responsible Division Head, (Chief, Deputy Chief, Assistant Deputy Chief or Manager) reported monthly on Key Indicators within their Division Strategic Services Division helped monitor performance on close to 200 individual Quan,ta,ve or Qualita,ve measures This work formed the basis of the Annual Report which informed Elected Officials, Public and Businesses on their Fire Department

30 Challenges - Background First outside Chief in Departments history Hired with a mandate to change culture, address growth, re- entrench Management Rights, improve Labour Rela,ons and modernize Emergency Management Not all of Council supported Hiring Union non- suppor,ve Exis,ng Management Team all part of the exis,ng Culture

31 Challenges - con,nued Mayor was fully suppor,ve as was GM that we reported through to Council Management Team was too small to make effec,ve, sustainable change Budget was incorrectly calcula,ng cost of service delivery Collec,ve Agreement hampered change

32 My first week Toured all sta,ons found that many required Capital investment Apparatus was dated some front line units were those purchased for the 1988 Olympics Average age of aerials was 24 years Media wanted to meet new Chief stated #1 priority would be to modernize the fleet One of the Aldermen took excep,on and fired back in the media

33 Met with former Chief, and with GM and with City Manager (Both GM and City Manager went on vaca,on for a month) Met with Management Team and did one- one discussions Determined that all budgetary decision resided in the Chief s office permission was required to spend Started to design a new structure that would beger meet the needs of the Department Change was not discussed at a Senior Level state of readiness wasn t there

34 Union Bagalion Chiefs unionized supervising close to 200 employees each would check in with Union before following Management Direc,on Isolated Unionized Chief Officers out of all decision making or upcoming ini,a,ves Members conducted a climate survey released to the media recommending the firing of Fire Chief

35 Management Team Churning but were embracing the chance to run the department effec,vely Not all onside some departures Restructured porvolios and used vacant management FTE s to create addi,onal Deputy Chief posi,ons Budget control transferred to Deputy Chiefs Established ADC posi,ons

36 Challenges Churn with Union never stopped, they con,nued to meet with elected officials and discuss What he is doing now Held other BU s accountable for service delivery and costs internalized some ac,vi,es to save $ Poli,cal percep,on of FF s in Sta,ons just sitng around

37 Change in Poli,cal Landscape Council changes new opportuni,es to influence both Management and Union No change to Mandate with new Council(s) Current Mayor courted by Union when elected (made contribu,ons to all candidates) Union Exec Friday wings with the Mayor Warned City Manager and GM that Union had exhausted all recourses (climate survey, media, labour board, elected officials) all that was ley was a censure

38 Mandate Hired with a mandate to change culture, address growth, re- entrench Management Rights, improve Labour Rela,ons and modernize Emergency Management Change culture check Management Rights Management is managing some posi,ve CA language and some good victories at Labour Board Improve Labour Rela,ons some but had to get to crisis first arguably only 50% Management responsibility Modernize Emergency Management check BONUS - Ran CFD at approx. $12M less per year (based on per capita cost) than comparable FD s due to increased management oversight and performance metrics check

39 2005 to 2014

40 Thank You W. Bruce Burrell Principal Consultant Bruce Burrell Consul,ng Incorporated