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When trying to embed changes or new mindsets and behaviors,
organizations tend to focus on following a particular methodology
rather than clearly defining the underlying behaviors that will
deliver the sustainable behavioral change and align the thought
processes that drive the behaviors-whether their intent is to
continuously improve safety or overall risk management or achieve a
sustainable growth and improvement trajectory. The key role of
leadership teams is not to deliver results. It is to inspire and
own the organizational culture that delivers the expected results.
If culture is owned by HR, it is doomed to be another thing leaders
have to do on top of their day job. Business leadership teams must
oversee defining and managing organizational culture and have HR
coach the capability of leaders to cast the right leadership shadow
by role modeling the right behaviors, rewarding the right behaviors
in their teams, and providing clarity on expectations around
behaviors for all leaders and employees. The most challenging part
of any performance-improvement implementation is the identification
of key behavioral indicators (KBIs). The purpose of this book is to
assist with that challenge and make "behaviors" easier to
understand and identify. The book defines and describes the
importance of focusing on the behaviors necessary for sustainable
change rather than focusing on the tools and methodology behind
change management. It discusses multiple lenses of change including
Lean, Six Sigma, Agile, Risk, and Customer Experience and also
addresses the weaknesses of complying solely with the methodology
and tools. It proposes a behavioral framework to suit each
particular lens. This book begins with reasons most continuous
improvement programs fail to deliver the expected results. More
importantly, it discusses embedding the newly described mindsets
and capabilities into the business. The book concludes by providing
leaders a roadmap and a coaching framework for how to align and
embed their new behavioral framework at all levels, starting from
the front-line worker up to the CEO. Essentially, this book leads
the reader through the process of understanding the concept of
defining behaviors and the difference between them and
tools/methodology. It introduces KBIs for leaders to define and
drive the desired behaviors at all levels. This will increase the
probability of sustainability for the improvement initiative by
focusing on and maturing the behaviors these initiatives are trying
to drive.
When trying to embed changes or new mindsets and behaviors,
organizations tend to focus on following a particular methodology
rather than clearly defining the underlying behaviors that will
deliver the sustainable behavioral change and align the thought
processes that drive the behaviors-whether their intent is to
continuously improve safety or overall risk management or achieve a
sustainable growth and improvement trajectory. The key role of
leadership teams is not to deliver results. It is to inspire and
own the organizational culture that delivers the expected results.
If culture is owned by HR, it is doomed to be another thing leaders
have to do on top of their day job. Business leadership teams must
oversee defining and managing organizational culture and have HR
coach the capability of leaders to cast the right leadership shadow
by role modeling the right behaviors, rewarding the right behaviors
in their teams, and providing clarity on expectations around
behaviors for all leaders and employees. The most challenging part
of any performance-improvement implementation is the identification
of key behavioral indicators (KBIs). The purpose of this book is to
assist with that challenge and make "behaviors" easier to
understand and identify. The book defines and describes the
importance of focusing on the behaviors necessary for sustainable
change rather than focusing on the tools and methodology behind
change management. It discusses multiple lenses of change including
Lean, Six Sigma, Agile, Risk, and Customer Experience and also
addresses the weaknesses of complying solely with the methodology
and tools. It proposes a behavioral framework to suit each
particular lens. This book begins with reasons most continuous
improvement programs fail to deliver the expected results. More
importantly, it discusses embedding the newly described mindsets
and capabilities into the business. The book concludes by providing
leaders a roadmap and a coaching framework for how to align and
embed their new behavioral framework at all levels, starting from
the front-line worker up to the CEO. Essentially, this book leads
the reader through the process of understanding the concept of
defining behaviors and the difference between them and
tools/methodology. It introduces KBIs for leaders to define and
drive the desired behaviors at all levels. This will increase the
probability of sustainability for the improvement initiative by
focusing on and maturing the behaviors these initiatives are trying
to drive.
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