1. Atlanta Regional Commission Norcross, GA November 16, 2010

2. Cheryl Hilvert City Manager Paul Wright Fire Chief Wayne Davis Assistant City Manager

4. Is Your Organization Like Ours Was?

5. $*&#! What do I do now? What is HPO?

7. High product and service quality Outstanding customer value Sound financial performance HPO The simultaneous delivery of Source: Commonwealth Center for High Performance Organizations, Inc. What is High Performance?

8. 1.Recognize that Work has Changed Over Time 2.Develop the Culture of Your Organization 3.Build Organizational Capacity Through the “Parallel Organization” Three Simple Building Blocks for Achieving HPO in Your Organization

9. Recognize that Work has Changed Over Time Photo from Daniel Pink’s A Whole New Mind Step One

10. The Evolution of the “Nature of Work” L MMM T Foreman Owner/Executives Labor Managers TTTTT Management Team Task Team Leadership Team Before 1800 Subsistence Farming CRAFTS PHASE Work is holistic 1900 INDUSTRIAL PHASE Division of labor -Vertical - Horizontal 2000+ NETWORKED TALENT MODEL Source: Commonwealth Center for High Performance Organizations, Inc.

11. Task/Technical Skills, Abilities, and Behaviors Continuously broaden and deepen task/technical abilities Task/Technical Skills, Abilities, and Behaviors Continuously broaden and deepen task/technical abilities Team Skills Abilities, and Behaviors Team Skills Abilities, and Behaviors Leadership Skills, Abilities, & Behaviors Strategic Customer Value Analysis - Vision/Values to Strategy/Structure/ Systems - Suprasystems Integration/ Stewardship - Learning/Thinking/Changing/ Renewing - Enabling/Empowering/Energizing Leadership Skills, Abilities, & Behaviors Strategic Customer Value Analysis - Vision/Values to Strategy/Structure/ Systems - Suprasystems Integration/ Stewardship - Learning/Thinking/Changing/ Renewing - Enabling/Empowering/Energizing Source: Commonwealth Center for High Performance Organizations, Inc. “Work” is Holistic in the Networked Talent Model

12. Montgomery’s Plan for Retooling Its Employees

13. Clear employee expectations Definition of acceptable and unacceptable behaviors Thanks! Motivation! Good match vs. good technical skills Outcomes

14. HR systems in sync with HPO Some will resist...a few will leave (that’s okay!) Involve them Education and training Lessons Learned

16. Develop the Culture of Your Organization Step Two

17. 17 DO WE HAVE THE RIGHT __________ ? Customers Customers Key Products & Key Products & Services Services Business Strategy Business Strategy Org. Structure Org. Structure Work Processes Work Processes Support Processes Support Processes Equipment, Facilities, Equipment, Facilities, Technology, Technology, Information, etc. Information, etc. PEOPLEPEOPLE – Right competencies – Development process – Feedback/Coaching (360 o ) (360 o ) – Resolution Process (Performance (Performance Appraisal) Appraisal) WORK CULTURE VISION VALUES Leadership Philosophy Individual Behavioral Values Operating Systems Values PERFORMANCE Feedback / Coaching (360 o ) Resolution Process (Discipline System) Strategic Thinking: Mission/Niche Mission/Niche Theory of the Business Theory of the Business(strategy/structure/systems) Prepare Business Case + ~~~ - ~~~ Behaviors PM PM (Outcomes) PM PM (Input/Thro- ughput/Output) Strategic Planning: Set Direction Set Direction Capacity Building Capacity Building Prepare Business Plan PM PM = Performance Measures PM PM (Strategic Goals and Objectives) PM PM PM End Values/Higher Moral Purpose/Desired Future State { Means Values Tactical/Operational Plan Action Plan Action Plan Resources Plan Resources Plan Monitoring & Corrective Action Source: Commonwealth Center for High Performance Organizations, Inc. Vision/Values to Strategy/Structure/Systems (moving from vision to performance and values to work culture)

18. Montgomery Vision Spiral Environmental Scan Citizen Survey and Feedback Focus Groups Council and Staff Retreat Organizational Mission & Vision City Strategic Plan Performance Measures Departmental Operational Plans Employee Goals Employee Feedback Strategic Thinking Strategic Planning Tactical & Operational Plans Performance PMPM PMPM PMPM

19. Montgomery Values Spiral Employee Development Performance Appraisals 360 0 Appraisals Coaching Employee/Manager Expectations Organizational Values Leadership Work Culture Leadership Philosophy Individual Behavioral Values Operating Systems Values Behaviors Feedback Work Culture PMPM PMPM PMPM

20. Montgomery Values Spiral Leadership Philosophy Individual Behavioral Values Operating Systems Values Behaviors Feedback P M High Performance Montgomery Vision Spiral Strategic Thinking Strategic Planning Tactical & Operational Plans P M

21. Moving in the same direction Defined values Better decisions Engaged work environment Builds organizational capacity Outcomes

22. Performance Measures Communications/Training/Education Culture needs to prevail in teams department, and the individual Lessons Learned

24. Build Organizational Capacity Through the “Parallel Organization” Step Three

25. The Traditional Hierarchy The Parallel Organization Source: Commonwealth Center for High Performance Organizations, Inc. and The Ends of the Earth Learning Group The Parallel Organization

26. Normal rules are suspended. solutions possible Reaching the best solutions for the whole Vision for the future Everyone gets a promotion A regenerative culture is critical. Trust, respect, courtesy and dignity Tools, resources, latitude to propose suggestions/changes. Test assumptions, concerns, and inferences These guidelines are everyone’s responsibility Source: Commonwealth Center for High Performance Organizations, Inc. and The Ends of the Earth Learning Group Guidelines for Operating in the Team-Based Environment

27. Montgomery’s Plan for Building Capacity through the Parallel Organization

28. Health Insurance Benefits Committee Employee Wellness Committee Efficiencies and Effectiveness Team Masters of Disasters LEAN Process Improvement Team Space Cadets Cross Departmental Team Examples

29. Health Insurance Team Annual Percentage Increase in Health Care Premiums For Public Sector Employers $50,000Savings

30. Public Works, Fire and Police Departments Equipment Replacement Team Public Works Department Snow Removal Team Special Event Planning and Logistics Team Police Department Inkless Fingerprint Team Radio Communications Team Administration/Finance Policy and Process Review Teams Customer Service Team Departmental/Work Unit Team Examples

31. $40,000 Saved

32. Columbia Oldsmobile Accident Area Car Carrier Unloading Group Project Plan Review Kitchen Decontamination Group Employee Walking/Exercise Groups Naturally Occurring Groups/ NOGs Examples

33. $90,000 savings Lives and property saved!

35. $3,000 per Employee for LEAD/SEI $5,000 Annually for HPO Tune-Up Internal/External Training

36. Work within Parallel Organization HR Tools Mission, Vision, Values and Leadership Philosophy Environmental Scan Savings Realized

38. Develop Leadership Philosophy—whatever it is! Leaders throughout the organization – at all levels! Use the Networked Talent Model HR systems support culture Suggestions

39. Continuous education and training Focus on work within the departments/work units too Team charters and behavioral expectations Teams will function differently Culture needs to prevail Suggestions

40. Take risks, but require accountability Behead the “culture of nice” Managers still need to manage!!!! Have Fun!! Suggestions