3 pillars pitch book 7 2012 master 1
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THE THREE PILLARS PROGRAM
The University of Georgia Human Resources DivisionTraining & Development Center of Excellence
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About
The Three Pillars Program of Leadership Excellence, Organizational Transformation, & Behavior improves the productivity, work life, and the effectiveness of leaders, teams, individuals, and
organizational units.
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Leadership
Three Pillars Program
Tom Gausvik, Associate Vice President for Human Resources
Becky Lane Senior Managing Director,
Training &Development Center
Tracey O'Malley Senior Organizational
Development Consultant
Vickie Coker Senior Organizational
Development Consultant
Lindsey Van Note Senior Organizational
Development Consultant
Joan Curtis, Total Communications Coach
Richard Stanley, Legacy Performance Training, Inc.
Three Pillars Program Leader
Core Members
External Resources
• Becky Lane has served for twenty two years in human resources at the University of Georgia. Her numerous roles include all aspects of communication, project implementation and oversight, and classroom instruction. With the permission of the book’s author, she has conducted the Personal Accountability program for over 10 years. Becky earned a Bachelor of Arts in Journalism from the University of Georgia. Prior to her UGA employment, she worked in media (newspaper and radio) advertising sales. Her responsibilities there included forming relationships with business owners in order to design and implement advertising campaigns to meet sales goals and ensuring all related receivables were collected in a timely manner. Becky is Certified in Hogan Assessments Instruments.
Becky Lane
• As a member of UGA’s HR Training & Development Center, Vickie Coker is a Senior Organizational Development Consultant. In T&D her roles include leadership development, organizational development, organizational transformation, and organizational behavior. Prior to joining UGA in 2000, she spent fifteen years as an executive with a major retail company where she was responsible for human resources administration at the store and regional levels. Vickie holds a Master Certificate in Six Sigma Black Belt, is a Certified Sherpa Executive Coach, and is Certified in Hogan Assessment Instruments.
Vickie Coker
• As a member of UGA’s HR Training & Development Center, Tracey O’Malley came to the University of Georgia in 2002 and serves as a Senior Organizational Development Consultant.. Tracey responsibilities include leadership development, organizational development, organizational transformation, and organizational behavior. She earned a Bachelor of Arts in Business Administration and French from Converse College. Tracey’s professional experience includes over fifteen years in the private sector with an emphasis in adult education curriculum design and delivery. Tracey holds a Master Certificate in Six Sigma Black Belt, is a Certified Sherpa Executive Coach, and Certified in Hogan Assessment Instruments.
Tracey O'Malley
• As a member of UGA’s HR Training & Development Center, Lindsey Van Note came to the University of Georgia in 2004 and serves as a Senior Organizational Development Consultant. Currently Lindsey is on special assignment working with on the reform of UGA’s Staff Compensation Plan. As part of T&D, Lindsey’s responsibilities include leadership development, organizational development, organizational transformation, and organizational behavior. Prior to joining T&D, Lindsey was with the UGA Search Group where her primary responsibility was to meet with hiring officials and committees to develop strategic recruitment strategies. Prior to joining UGA, Lindsey’s professional experience included human resource administration in the private sector with an emphasis in employment, training, classification, compensation, and employee relations. Lindsey earned a Bachelor of Science in Psychology from the University of Georgia. Lindsey holds a Master Certificate in Six Sigma Black Belt, is a Certified Sherpa Executive Coach, and is Certified in Hogan Assessment Instruments.
Lindsey Van Note• Tom came to UGA after twenty-three years at the University of Virginia, the last
eleven years as chief human resources officer. During this time, Tom was appointed by Governor Baliles of the Commonwealth of Virginia from 1998 through 2000 to lead the reform of the state’s classified compensation system, which affected 100,000 employees in 250+ executive branch agencies. Since coming to the University of Georgia, Tom has transformed the Human Resources Division, including creating the UGA Search Group, the 360 Personal Financial Consultation Program; implementing the national award winning Young Dawgs high-school internship program, the Three Pillars Program, and the High-Impact Leadership Program. Tom has a Master’s of Science in Human Resource Development from The American University, which was a joint program with the NTL Institute of Behavioral Sciences. He has a Bachelors of Arts degree from The Citadel. Tom served as an officer in the U.S. Army in numerous leadership positions.
Tom Gausvik
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Engagement Strategy & Guidelines
As your “Trusted Advisor,” the strategy we use is customized to your particular needs, resources, and organizational situation. We do not come in as experts of your organization. We partner with you each
step of the way, enabling you to make the critical decisions about your organization.
Engagement Guidelines:Clear, Measurable Outcomes: As your Trusted Advisor, we will clarify objectives at the beginning of the engagement. What are your desired outcomes? How would you like things to be different? How will you know we’ve been successful?
Diagnosis Precedes Change: As your Trusted Advisor, we want to have a good understanding of the workings of your organization before proceeding with any recommended changes. This ensures that changes correct what is not working while preserving what is working.
You are the Driver: You are the experts in your business and will make the critical decisions for your organization. As your Trusted Advisor, our role is to provide you with the advisement and facilitate the process by which that happens.
Respect the Relationship: As your Trusted Advisor, we want to design a relationship that is respectful, safe, confidential, honest, and accountable. Our intent is to strengthen and support you in the fulfillment of your role and accomplishment of your vision.
The Role of Trust. As your Trusted Advisor, we believe that trust is a critical element of organizational life. We want to help you talk openly, resolve conflicts, and create a positive culture in which people care about their work and want to contribute to the best of their abilities.
Preserving/Building Culture: People do the work of the organization and are, ultimately, responsible for its success. As your Trusted Advisor, our change initiatives help create a culture in which your employees think and act like true partners in your business.
Structured Methods: We have created methodologies and processes related to leadership, individual development, and organizational development which have been tested and refined within the Institution. As your Trusted Advisor, we will apply these methodologies and processes in our work with your organization.
Depth: As your Trusted Advisor, we understand people and group dynamics. We facilitate deep and sensitive work at the personal, interpersonal, and organizational levels.
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Code of Ethics
Code of Ethics and ConductOur Code of Ethics and Code of Conduct is as follows:
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Clients• We will serve our clients with
integrity, competence, and objectivity.
• We will keep client information and records associated with client engagements confidential and will use proprietary client information only with the client's permission.
• We never confirm or deny any specifics about an engagement to anyone.
• We will not speak critically about a client or our own team members outside of our confidential meetings.
• We will always exude positive confidence in our individual and collective competence as well as our client's competence and goodwill.
Engagements• We will accept only engagements
for which we are qualified by our experience and competence.
• We will assign staff to client engagements in accord with their experience, knowledge, and expertise.
• We will immediately acknowledge any influences on our objectivity to our clients and will offer to withdraw from a consulting engagement when our objectivity or integrity may be impaired.
• We will disclose to our clients any conflicts of interest of which we are aware before undertaking an engagement.
• We will praise our clients continuously for their courageous action.
Engagement Framework
CHANGEtheculture CHANGEthegame
Parallel Process One: Leadership & Professional Development
Engagements often include helping the organization clarify “their story” as well as how they work together to achieve organizational results. We offer coaching and team development activities to strengthen the organization’s ability to build a positive and sustainable organizational culture.
Parallel Process Two: Change Management
Change management is preparing all employees to embrace and succeed in the new organization. Many change initiatives fail because they don’t give enough attention to people, who ultimately do the work of an organization and make it succeed. As a core component to the engagement, we assess organizational readiness and provide the organization with tools to overcome resistance to change. An important goal is that employees see themselves as contributing partners in achieving organizational success.
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Strategy for Energizing Your Organization and Creating Accountability for Results
Two parallel processes are essential to your organization’s success as you go through the engagement and find your “True North Compass”
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The “Right” Organization
Focus
Form
Fit
FaithFortitude
Functions
Financials
"Seven Factors of Right Alignment”
Have the Right Focus (Vision, Goals, Priorities)
Maintain the Right Form (Structures)
Ensure the Right Fit (People, Positioning)
Live the Right Faith (Ethics, Values, Beliefs)
Demonstrate the Right Fortitude (Courage, Grit)
Establish the Right Functions (Processes, Supply Chain)
Allocate the Right Finances (Resources, Logistics)
Our commitment is to be your Trusted Advisor, assisting you in defining and continually fine tuning your "Seven Factors of Right Alignment."
7 Factors ofRight Alignment
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Change Theory: Kurt Lewin
• Ensures that employees are ready for change
Unfreeze
• Execute the intended change
Change • Ensure that the change becomes permanent
Refreeze
“Lewin’s Law”Time
State of CertaintyState of
Uncertainty/Dysfunction
New State of Certainty
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“Lewin’s Law” In Action
Time
Unfreeze Change Freeze Unfreeze Change Freeze Unfreeze Change Freeze
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Change Management
Overview: Change Management Model of Roles and Responsibilities
Source:UGA Human Resources Division’s Training & Development CenterThe Three Pillars Program of Leadership Excellence, Organizational Transformation and Behavior
Purpose: This model identifies four groups that influence and are affected by change and outlines key responsibilities for each group to successfully navigate through the transition period. In particular, this tool outlines key responsibilities of managers during the change process.
Guidelines: Review and modify the model as necessary with key stakeholders and discuss expectations for each group, as well as strategies to help each group perform these responsibilities throughout the change.
Context: Successful change depends on multiple layers of individuals within an organization planning for and implementing the change. The team responsible for change initiatives should ensure that all groups are considered during major decisions or communications regarding the
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Senior Leader (the Client)
• Actively and visibly support change• Build the group leading change• Communicate directly with employees
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• Develop change management strategy and plans
• Provide support to managers and employees
Front-Line Leaders
• Coach employees through the transition and manage resistance
Employees
• Survive and thrive during the organizational change
Change Management
Model of Roles and Responsibilities for Change
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Senior Leader (the Client)
• Communicate the organization’s business strategy.
• Address broad-based employee concerns to increase. visibility into the rationale behind change.
• Demonstrate the importance of the change.
Human Resources
• Partner with Client internal communications, public relations, and other stakeholders to coordinate the messages of executives and managers to ensure consistency.
• Provide resources and guidelines to Client for managers, including describing the role of managers to support retention efforts.
• Provide regular updates and logistical information to Client to keep other leaders and employees informed.
Front-Line Leaders
• Communicate key information to employees.• Address employee concerns on a personal level
and through one-on-one conversations.• Identify and retain key employees.• Engage employees.• Share employee concerns about the change to
senior managers or HR.
Employees
• Understand how the change will affect their day-to-day job, co-workers, and the organization.
Model of Roles and Responsibilities for Change (Detailed)
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Core Competencies of Leadership & Professional Development
Accountability
To make a personal choice
to rise above one’s
circumstances and demonstrate
the ownership necessary for
achieving desired results.
Common Language
To clearly define my values,
mission, and vision within my
organization.
Through Shared Purpose
To build team commitment to
a shared purpose and
direction
Innovation
To make decisions with my head, heart and hands to fix the problem and never again affix
the blame.
Ownership
To act in accordance with the principles I
say I value.
Networking
To display actions that
inspire others
The core competencies that formulate leadership and professional development are accountability, common language, through shared
purpose, innovation, ownership, and networking.
A C T I O N
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