1. Situation
Most change exercises provide benchmarking, advice on organisational systems, structures and process changes, but fail to both positively impact the human dimension and secure discretionary commitment required to deliver the vision.
Understanding this, the General Manager for the new Operation proactively established a clear and explicit focus on ’who we will be together’ as leaders and what tone we will set for the culture’ whilst establishing the new operation.
This was co-created around the ‘Pride in Production’ (PIP) Behaviours co-designed by the management and their teams for powerful buy in and sustainable practice. Proactively establishing the desired leadership and culture was the foundation for a successful operation and for follow on initiatives such as the highly successful implementation of the process management system.
2. Value Created
Everyone – including Contractors – were engaged in a ‘Pride in Production’ (PIP) session and invited to join in and share how they could support create a PIP work environment. This was conducted as a highly interactive, positive two-way learning experience.
In following PIP sessions, everyone shared ideas and suggestions for how they could improve the daily work. These contributions were captured in a systematic way and supported by management for consideration and implementation by the proposing teams.
PIP Champions were developed in communication skills to provide regular and accurate communication and updates through existing touchpoints in the workplace.
Winning hearts and minds. Enormous goodwill and a positive atmosphere was created by the managers developing a ‘humble leadership approach’ that role modelled the PIP behaviours whilst frequently asking for feedback on how they were doing; and regularly recognising and appreciating people for demonstrating the PIP behaviours and contributions in the day-to-day work.
