Leading People, Managing Assets and Succession Planning

Transcription

1 Leading People, Managing Assets and Succession Planning Austin CMOM Workshop August 24-25, 2015 Jim Courchaine Vice President and National Director of Business Practices Tata & Howard

2 Agenda and Overview What we know What we have and haven t discussed in the past Exposing the myth about Leading and Managing It s all about the why Leading people Managing assets Questions you should be constantly asking Conclusion

3 What We Know Early retirements of staff are taking vast amounts of system knowledge with them. As an industry, we don t do a good job working with long-term employee knowledge insecurity. As leaders, it s our responsibility to lead people and manage system assets for the indefinite sustainability of the utility. Without a good succession plan and its implementation we will struggle as an industry.

4 What We Know (cont.) Understanding that people are one of our greatest assets. That the past, present and future workforce think differently than in the 70 s, 80 s, 90 s and 2000 s. We know that participation in decision making, worker recognition and a safe workplace are the most important things that will keep you here. And of course, money helps a little.

5 What We ve Discussed in The Past The Matures or the Great Generation also known as the Silent Generation (born ) Baby Boomers (born 1946 to 1964) Xer s (born 1965 to 1976) Yer s or Millennials (born between ) Plurals (born 1997 to date) All five generations may have one thing in common they all may work at the same location but they may not be working toward the same goals and objectives or have the same priorities.

6 Matures Matures: Grew into seniors Started settling down and have the attitude, we raised them, educated them and now we can do our own thing Maturity used to be a rite of passage and now it seems to be thought of as nothing more than a label There was a parent-child relationship with their adult children

7 Matures Continued Respected authority Took direction without question Communication was by formal memo Not a lot of talking in the workplace Placed great value on being respected for their experience Willing to sacrifice

8 Boomers Boomers: Are becoming the new matures We raised them, educated them and now we can enjoy the relationship with them Adaptable to change, and have a sensitivity to challenge conventional ways of thinking - WHY The new mature has developed a bonding relationship with their children They re not adverse to the risk of trying something new and see themselves as being able to do anything

9 Boomers (cont.) Boomers had it a little easier because of the sacrifices our parents made. Boomers did what they wanted, bought what they wanted, spent money on anything they wanted, because we were going to do and have everything our parents didn t have. Most joined the workforce rather than go to college

10 Xer s Xer s: For the most part grew up in the decade following the cold war Saw the inception of the home computer, the rise of video games and the internet as a tool for social and commercial purposes Their approach to authority is casual They have a non-traditional approach to time Family and work balance is extremely important to Xer s

11 Xer s Continued Work to live Inaugurated the work-life balance initiatives corporations are addressing more often today Tend to focus on self-advancement Tech savvy were at the forefront of the technology revolution

12 Yer s Yer s: This generation is more likely to question authority and demand answers Feel Entitled Ambitious Very technology savvy Impatient Demanding Blunt And very skeptical

13 Yer s Continued Deeply value family connections Very much live in the moment Most open to change Very high expectations for themselves Like stimulating work that gives them opportunity for change and growth Want to shape and be shaped by the work experience Answer text messages within seconds

14 Millennials Millennials: They are the up and coming generation Creative thinkers Sociable Optimistic and have high expectations of themselves and others Talented Well educated Collaborative, open minded, influential and achievement-oriented

15 Millennials Continued Masters of instant communication Natural collaborators Prefer to work in teams Readily share information Seek feedback They want to participate in the decision making process Committed to a work-life balance Always willing to help a cause Going Green

16 Plurals Pluralist Generation - Plurals First Generation of The 21 st Century The name Plurals reflects what lies ahead, for them, and all of America America s last generation with a Caucasian majority Exist in the most diverse social circles Beginning to reflect the Gen X parenting style in their mindset The least likely to believe in the American Dream

17 Discussion Why are these different generations so important? Because nothing they do is right or wrong, they re just different. "Learn about the generations so you can better understand them, "Learn about the challenges that shaped their formative years. Those events that impacted their attitudes, perceptions, values and expectations in life and at work. "Don't judge co-workers by their age, appearance or era - judge them by their ability to work within the framework of the job.

18 What We Didn t Know The Consequences We taught you, the X ers, Y ers and Millennials by our habits that you were entitled to everything you wanted, asked for and if your friends had it you should have it too We screwed you up good With the advent of video games you got instant rewards and therefor always believe you should be rewarded for anything you do Everyone gets a star today There are no losers

19 What We Can Learn From Each Other My ah ha moment with an 8 year old in 2000.and today 2015 What do you know that I don t and what do I know that you don t, let s share. Let s not look down on each other because we don t have the same abilities as each other or don t understand each other s beliefs.

20 What We Can Learn From Each Other (cont.) Ask people why they do what they do, how did they get started, what keeps them going? What was it that attracted them to low pay, knowing they'll get covered with crap daily, work ridiculous hours, sometimes in horrible weather and come back tomorrow to do it again? What is fascinating is that all of these diverse and unique generations with their quirks and nuances add up to 100% of America s workforce. The question is how do we work together. It is possible and we can still learn a lot from each other.

21 Exposing The Management Myth The Myth; Leading and Managing are one and the same The Reality; Leadership is about influencing the actions of people so they will follow. Managing focuses on operating and maintaining systems programs and practices.

22 Leading People The proof of leadership is found in the followers. The true measure of leadership is influence nothing more, nothing less. Character defines who they are Effective communicators Has natural intuition that staff will look to for guidance Ability to inspire Ability to delegate based on identifying different strengths Vision Where they want to take you and why

23 Leading People (cont.) Words and Phrases Seldom heard or expressed in our industry; Caring Sincerity and being genuine Respect You can do it I m proud of you I trust you Thank you Let me help you

24 Leading People (cont.) A Good Leader: Has been a follower Listens well Adds value to others Helps others to advance Will empower you Helps increase your confidence in decision making Truly values others Knows and relates to what others value Believes that Trust is the foundation of leadership

25 Leading People (cont.) A Good Leader: Will have to make tough decisions. Will make unpopular decisions. Will make decisions based on the facts. Will always be fair in all dealings. Has to have the capacity to be as cold as ice and in that same moment have compassion and empathy. Isn t always the smartest person in the room but brings the smartest person with them.

26 Leading People (cont.) A Good Leader Does Not; Worry about giving back more than they are given. Strive to be or appear to be more than they really are. Make decisions based on the fear of other people s reactions. Turn away from change when change is necessary and inevitable.

27 Leading People (cont.) Leadership is the privilege to have the responsibility to direct the actions of others, with accountability for both successful and failed endeavors

28 Leading People (cont.) If you want to move people, it has to be toward a vision that is positive for them, that taps important values, that gets them something they desire, and it has to be presented in a compelling way that they feel inspired to follow

29 It s all About the Why Why is no longer a bad word. It s always been about the why. Why has to make sense. Apply the why to the what. Share the why. If you can teach someone the why, the how is ten times easier.

30 Managing Assets People first: If you aspire to manage people at any level; be it a crew chief, Foreman, Supervisor, Mid- Level Manager, Superintendent, etc., and you can t hire, fire or discipline someone, do not apply or asked to be put in those positions

31 Managing Assets (cont.) Developing Managers Succession planning Identify organizational needs Identifying future managers Co-create Individualized Development Plans Follow Through on Development Plans Coaching and mentoring Allow participants to Wash Out

32 Managing Assets (cont.) Accountability Create an accountability culture Lead by example Set and communicate clear expectations Provide an opportunity for feedback Do what you say you will do Don t reward employees for bad behavior Don t reward employees if their performance is poor and measures aren t met Don t promote employees on longevity alone

33 Managing Assets (cont.) Management s understanding/view/philosophy of managing. Managing the utility in a more business-like manner. Top 4 must haves for a successful utility (based on interviews and surveys of over 2000 operators, managers and superintendents nationwide). Worker recognition Participation in decision making A safe workplace Fair compensation/wages

34 Managing Assets (cont.) Knowing who we are and who they are Personality types and personalities How to talk with your staff Scripted discussions and talking points Understanding Temperament (Introverts, extroverts and ambiverts) The temperament test What the results reveal Empowering your staff Who Monitor

35 Managing Assets (cont.) As a Manager, Director or Superintendent of a utility; How do you know where to go if you don t know where you are? First assess where you are Then ask yourself where do we want to be or need to be based on priorities. What is your top priority and why? What keeps you up at night? What is not getting done that should be and why?

36 Managing Assets (cont.) The assessment process should include a review of all work practices. A review of documents Interview a diagonal slice of staff Field observations of work practices not people.

37 Managing Assets (cont.) Areas to look at Is lost time (accidents) an issue. Sick time use. SOPs vs. EPGs. Performance measures of all work practices that are realistic. Training of staff, new and seasoned and what type. New technology that will aid your efforts. Succession planning; who s going to take your place. Mentoring and planning for the future of your staff.

38 Questions You Should be Asking Yourself Am I looking where there may be opportunities for improvement? Do I have a structured, programmatic approach to managing, operating and maintaining my utility? Do I have a plan that describes what I do, when I do it and most importantly, why I do it? Am I communicating up, down and sideways? What works well and what doesn t work so well? How is morale among staff. What can I do to give my entire staff a 10% raise.

39 Questions You Should Be Asking Yourself (cont.) Have I identified the root causes of my problem areas? Am I cleaning clean sewers just to comply with regulations and not have an SSO? Does my CCTV program drive my cleaning program? Have I empowered the right staff? Is my operating budget sufficient to meet utility needs including training, especially mid-level staff? Am I meeting the goals and objectives of the utility while being more efficient and effective?

40 Conclusion Leading people doesn t necessarily come natural, your success will be based on the effort you put in. You have to want to be in this position, it is very demanding, and you must be responsible and accountable. The bottom line is, it s about providing the framework for a structured and programmatic approach to managing, operating and maintaining your utility in a more business-like manner.

41 Final Thoughts If we don t start talking with each other and work together we will have a difficult time at best in sustainability as an industry. We need your help to adjust into today s reality. So I m reaching out, I will help anyone that wants my help in furthering their career or focusing on something specific to do their job.

42 Are You Thinking Differently? If so, Why?

43 Leading People and Managing Assets for A Sustainable Future Questions