Building People – “Creating a Culture of Collaboration” a Culture... · Building People –...

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© Lean Construction Institute Building People – “Creating a Culture of Collaboration” Bob Howell & John Gill, SSOE Group October 5 th , 2016

Transcript of Building People – “Creating a Culture of Collaboration” a Culture... · Building People –...

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© Lean Construction Institute

Building People – “Creating a Culture of Collaboration”Bob Howell & John Gill, SSOE GroupOctober 5th, 2016

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Introductions

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SSOE Group is a global project delivery firm specializing in architecture, engineering, and construction.

Bob HowellPresident & CEO

John GillDirector of VDC

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Adaptability to Change

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“Culture Eats Strategy for Breakfast”

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Corporate Culture & Performance

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John Kotter and James Heskett, study over a 10 year period

CULTUREINTENTIONALLY MANAGED WELL

NOT MANAGEDWELL

REVENUE +682% +166%

STOCK PRICE +901% +74%

NET INCOME +756% +1%

JOB GROWTH +282% +36%

PRODUCTIVITY Engaged employees have 18% higher productivity.

QUALITY Engaged employees have 60% higher quality work.

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Corporate Culture & Performance

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CULTURE INTENTIONALLY MANAGED

REVENUE +/- 19.3%

STOCK PRICE +/- 22%

NET INCOME +/- 123%

JOB GROWTH +/- 7.3%

SSOE’s results in less than 2 years

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Corporate-Wide Culture Initiative Timeline

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Oct. 2014 Dec. 14 –Mar. 15

Aug. 15 –Oct. 15

Nov. 15 –Nov. 16

Dec. 16 –Mar. 17

Apr. 17 –Jun. 17

Employee Engagement SurveyHired 3rd Party Culture Consultant

MT Culture Survey

Employee Culture Survey

Collaboration

Client Intimacy

Results

Focus

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Corporate-Wide Culture Initiative Timeline

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Oct. 2014 Dec. 14 –Mar. 15

Aug. 15 –Oct. 15

Nov. 15 –Nov. 16

Dec. 16 –Mar. 17

Apr. 17 –Jun. 17

Employee Engagement SurveyHired 3rd Party Culture Consultant

MT Culture Survey

Employee Culture Survey

Collaboration

Client Intimacy

Results

Focus

Management team benchmarked what / where the current culture was, then employees were surveyed to validate current culture (it was aligned).

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Corporate-Wide Culture Initiative Timeline

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Oct. 2014 Dec. 14 –Mar. 15

Aug. 15 –Oct. 15

Nov. 15 –Nov. 16

Dec. 16 –Mar. 17

Apr. 17 –Jun. 17

Employee Engagement SurveyHired 3rd Party Culture Consultant

MT Culture Survey

Employee Culture Survey

Collaboration

Client Intimacy

Results

Focus

Looked at highest priorities that had gaps and identified 4 areas of focus. Embarked upon a company-wide roll out with a phased approach that builds upon itself.

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Exercises / Readings – MT + Staff

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Specific tactics to improve behaviors.Each phase had an educational, discussion, and follow-up component:

Pre-readings (context, 5 Dysfunctions of a Team)“All Hands on Deck” meetings – format emphasized collaboration, importance, and created momentum

• Majority of time spent in small group discussion to evaluate in the 5 areas

Personal (and team) commitments

Regular follow-up communications

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Pre-Readings

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“The Five Dysfunctions of a Team” by Patrick Lencioni

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MT Assessment Results

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December 2014 October 20151 = Never to 5 = Always

HIGH (3.75 AND ABOVE)MEDIUM (3.25 TO 3.74)LOW (LESS THAN 3.25)

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Employee Assessment Results

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2015 Employee Survey participation across allSSOE U.S. operations and office locations

91.7%participation in a ‘non-anonymous

survey’

4.5%

(MEDIUM)3.72

(MEDIUM)3.32

(MEDIUM)3.56

(MEDIUM)3.45

(MEDIUM)3.59

October 2015 1 = Never to 5 = Always

HIGH (3.75 AND ABOVE)MEDIUM (3.25 TO 3.74)LOW (LESS THAN 3.25)

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How Do You Transfer to Project Teams?

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Project Teams

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• Sutter Health’s “5 Big Ideas for Lean Project Delivery” –collaboration is key (“collaborate… really collaborate”).

• Setting the framework for collaboration:• Lean provides an ecosystem for

applying a collaborative culture to further project objectives

• Use pre-tools and resources available

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Project Teams - Collaboration

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• “Leadership” proactively steers the project; management using financial numbers is backward-looking.

• Have to be able to have honest, frank discussions about performance when lacking.

• Be prepared to coach individuals throughout the project when you notice the “5 dysfunctions of a team” cropping up.

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5 Dysfunctions of a Team

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• Sutter Health’s “5 Big Ideas for Lean Project Delivery” – projects are “networks of commitments”

• If the team isn’t keeping commitments then you have to start at the bottom and work your way back up.

• Same methods used as in the company (i.e. exercises).

• Build it up starting with trust.

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Build Trust

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• “The Speed of Trust” by Stephen Covey offers good guidance for building and maintaining trust.

• Starts with demonstrating respect for all parties on the team and project.

• Assumptions vs. reality – often serious lack of trust at project level.

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Examples

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Internally, our project teams are going through this process and have seen significant improvements. Typically the process is most effective if it’s set forth as a foundation as the project begins – as a precedent for project kick-offs.

• Positive client reactions • Build better trust, commitment between partners – issues are brought

to the table earlier in the process• Consistent schedule performance without sacrificing quality

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Ultimately

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We are building a culture within our organization that we hope each individual can carry to their project teams so they can lead and be successful in an environment with others / promote collaboration.• Measuring the same “5 Behaviors of a Team”

in annual 3rd party Client Satisfaction Survey…RESULT

S

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3-4 Key Takeaways

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What do you need in order to implement?

• Take a look at what your strategies are and where you want to go before you dive in – could be different for every company and/or teamo Assess culture alignment with your strategieso Important for lean / integrated project delivery

• Intentional plan• Book exercises


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Achieving Ambitious Goals with Limited Resources: Creating a Culture of Collaboration and Change Susan Lebold Assistant Executive Director Jewish Family.

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