Martin’s Attendance At Bank’s Annual Conferences

04 November 2014

Martin Gummery, our Managing Director was a keynote speaker at the four annual conferences held by the largest banking group in the UK. NewLeaf International is supporting a companywide programme for the Bank and Martin was invited to talk about the Leadership requirements for the transformational change the programme requires.

Martin made three key points at the conference, which was attended by senior managers and directors.

1) Facilitation and Leadership are two critical parts of the Transformational Change process.

Facilitation is provided by the expertise within the organisation or external consultants such as process engineers, business improvement managers etc. their role is to provide the tools and techniques, or capability up lift for the organisation. However, equally important is the role of Senior Leadership to give the direction and “get into the business”, spending time, talking and understanding the issues and barriers people have whilst implementing change. Too often Leaders believe that they are supporting change by allowing it to happen, not realising that they need to be seen to support it by actions every day.

The Model is a simple reminder of the importance of Leaderships in partnership with Facilitation

2) “Turning the triangle”

Second key point Martin made was “turning the cultural triangle”. The key message that Martin gave here was; to truly empower people in the organisation leaders need to “imagine turning the triangle”. Turning the triangle means leaders letting go of the “control and command” behaviours that they have used for many years and giving the responsibility for change, problem solving, planning and other activities that have traditionally been with Senior Managers to the front line and supervisory levels in the organisation.

The basic concept of the “triangle turning” is giving the activities once the domain of managers to the workforce.

This model shows the typical traditional culture

This giving over of responsibility and accountability in a controlled way will start the triangle turning. Once it reaches a certain point in its momentum, it can happen quickly, but the early part of this change is the hardest.

This model shows the change in activities once the triangle has turned

The key change for Leaders is that they become Coaches and Mentors of changes, whist working on longer term strategy and planning. A simple reminder for Leaders to coach is that at any one time they should be:

  • Envisioning or,
  • Enabling or,
  • Empowering

3) The Steering Of Transformational Change

The final point that Martin made was; leadership of change against time is not linear, but a constant journey of steering and “learning by doing”. The fundamentals of a Transformational Change programme are changing how people think and how they behave. This is much more a curved journey where at the beginning, the pilot phase, there is a lot of uncertainty and and this prevents a linear acceleration in business performance but is a major investment in allowing people to think and behave differently.

Once started, a “ripple effect” occurs where different thinking and ways of operating and running projects is transformed in the business. The roll-out phase is where the learning is taken from the pilot and then rapidly accelerated through the rest of the business. A key tool of transferring from Pilot to Roll-out is ensuring that the learning is captured and a “Template” is developed to reapply the learning effectively.

Once transformational change progresses and the triangle is turned, the next phase is sustaining change and continue improving. Sustaining and Continuous Improvement comes by implementing the right process to make things stick, not by luck or good work in the roll-out phase. These processes should be introduced to prop up and sustain the change for ever.

The model below is representing the three key phases of Transformational Change

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