1. Cultural Change through Value Based Leadership Jean-Pierre THILL Leadership & Management Development @ bpost

2. CONTEXT – Environmental changes  Privatisation of postal services  New competition  Strong reduction of paper flows and substitution by electronic mail  High automation of processes 75 % of Belgians use Internet Annual reduction of national adressed mail in Europe 2004: 2,0% - 2005: 4,0% - 2006: 6,0% - 2007: 8,0% - 2008: 10,0% - 2009: 12,0% : ACCELERATION 1000 Customers = 65 % of turnover

3. CONTEXT – Reaction of bpost  Efficiency :  Processes improvement  Organisational reengineering  Solutions :  Development of new activities  New markets acquisition …… BUT !

4. CONTEXT : The human power  No change without actors our team members our leaders

5. OBJECTIVE : Continuous change Cultural change

6. DIFFICULTIES  Resistance  Inertia !

7. LESSONS FROM THE PAST  Same process in 2000 & 2002-3  Pressure (you must !)  Non lasting investment (communication – processes - …)  Lack of involvement/alignment of management  Insufficient training

8. HOLISTIC approach  Throughout the organisation  Sponsored by CEO - Top down  Supported by congruent communication  One purpose through 3 axes Processes & methods Training Viral change

9. CHARACTERISTIC of the new approach  Right balance  Measure (Starometer)  Tool-kit Being Doing Knowing

10. LEADERSHIP = Key role  Promote & respect the processes  Show the right behaviour  Support and reinforce the right behaviour

11. Axis 1 : PROCESSES & methods = Corporate foundations  Leadership model  Set of behaviour  Performance appraisal  Talent review  360° / 180°  Selection

12. Axis 2 : TRAINING = individual foundations  Classical leadership training (LOT-LET)  Other training & coaching  Postal exchange (Top 100 forum) – Road shows  Value driven leadership : > 1000 leaders In partnership (approach, content, measure) Development : internal OLL + experiential training

13. Axis 3 : VIRAL CHANGE  No great actions  Just living the example (Leandro Herrero)  Ambassadors  Communication  Specific expected behaviours  Opinion leaders

14. WHERE ARE WE ?  2010 Senior management (Top 100)  2011 Next wave ( 430 middle-senior mgr)  2012 Front Line leaders (> 500 LOT)

15. DO WE ALREADY SHOW RESULTS ?

16. Overall, senior management has appreciated this initiative 72% would recommend this workshop to peers It helped in better understanding, translating and implementing bpost values Reflecting, discussing and spending time with colleagues was considered a huge plus Some respondents judged the workshop too basic, with limited new insights Perhaps not all values got the same attention; working together seemed to stick out ?

17. The workshop has, to some extend, already made a difference 57% of respondents gained new insights 50% say they already put into practice ‘lessons learned’ Has improved insight in one’s self Improved working together (within team and outside BU) Led to action plans Helped in becoming a better leader (e.g. managing and inspiring people) To vague, fragmented and with unclear message Implementation might be hindered by the organization itself (smart objectives, ‘objectives’ based instead of value based, KPIs…). In order for this to be effective, values should be embedded in company’s objectives and evaluations ?

18. REQUIRED ACTIONS Regular status would be welcomed also to assure momentum and positive feeling  Senior managers will be involved in further roll out (cfr. DirCom)  Creation of a virtual space for Value Driven bpost Leaders (with best practices, testimonials, discussions, shared doc’s, …)  A follow up for Senior Mgt. can be foreseen  Senior management meeting might be a forum to further discuss this topic and best practices How do we deal with this the fact that senior management is not a homogeneous group (some judge the workshop ‘too basic’, others ‘excellent’ and ‘inspiring’).  To be taken into consideration for further trainings/workshops

19. CONCLUSION

20. ON THE PATH TO MASTERY … The path is experiential, just like the training Through education, teaching, forming, and all sorts of indoctrinations, we learned to please our parents, the teachers, the professors, and later the bosses, where is the true self ? To come in contact with the corporate values, you need to come in contact with your own values, and this can take time. Ready to adapt underway We are on the discovery path to a new role of leader

21. Experiential ?