Morgan Martins Head of Digital and Data€¦ · JD / Job interview / Probation objectives / ChatOps / Participation focus Level 2: Building behaviour 121s / Team meetings / Kaizen

The Behaviour Conundrum

Morgan Martins

Head of Digital and Data

About IOP

@ M x_M organM #culturechange #jaxdevops

● Membership ● Events ● Outreach ● Policy ● Teacher support

Why is culture important?

Growth

Performance

Execution

Innovation

What success looks like?


… and why is so difficult to achieve?


Session’s takeout

Audit Your Requirements

Desired culture New processes

The framework of your culture Goals, levels and behaviours Encouraging and retaining behaviours

Build it sustainable Start from within Monitor, adapt, feedback, adapt …


Image credits John Baker

Audit

Skills audit / surveys / External benchmarks / Focus groups

Cultural intelligence / Emotional intelligence / Behaviours

Coaching recommendations / Skills & leadership development gaps /

Organisation risks


Audit

How are things done around

here?

How are decisions made?

What structures are in place?

Are processes daring or risk adverse?

How are employees treated?

How are desirable actions rewarded?


Image credits Tim Mossholder

Requirements – Desired culture

What are your strategic priorities?

Which behaviours are needed?

How will you measure?

How will you reward, correct and steer?


Image credits Clark Tibbs

Goals – Which streams?

Lean thinking

Data driven

Agile mind-set

Target orientated


Goals – Which behaviours?

Data informed decisions

Motivates others

Continuous improvement

Work evaluation

and reporting


The framework

4 levels

Capability

4 areas

Support


Framework levels

Levels

Level 1: Basic behaviour > Essential when hiring

Level 2: Building behaviour > Associated with Team leads

Level 3: Motivating behaviour > Associated with Managers

Level 4: Making it sustainable > Associated with SMT


The framework areas Su

pp

ort

s O

rgan

isat

ion

| S

trat

egy

• <L1> Vision, mission and values and uses them in work.

• <L2> Supports others

• <L3> Encourages enthusiasm

• <L4> Inspires others to promote the vision, mission and values.

Acc

ou

nta

bili

ty

• <L1> Takes responsibility for working within all relevant policies and procedures inc security by design. Understands the importance of data protection.


• <L3> Motivates others to comply

• <L4> Makes sure policies and procedures are fit for purpose and makes sure staff comply with them.

Co

nti

nu

ou

s Im

pro

vem

ent •<L1> Makes suggestions to improve services and processes and is open to change.

•<L2> Supports generation of new ideas to improve services and processes.

•<L3> Promotes service and process improvements. Evaluates suggestions from team and implements appropriate improvements.

•<L4> Sets the agenda for change to processes and services. Uses suggestions from staff and removes barriers.

Pe

rso

nal

Eff

ect

iven

ess

• <L1> Identifies problems and possible solutions.

• <L2> Encourages and develops a climate of problem solving and focus on solutions

• <L3> Leads by example, managing others to work through problems to find solutions

• <L4> Inspires others and gives clear direction through own behaviour to take responsibility for solving problems and finding solutions.


The framework areas Su

pp

ort

s O

rgan

isat

ion

| S

trat

egy

• <L1> Vision, mission and values and uses them in work.


• <L3> Encourages enthusiasm

• <L4> Inspires others to promote the vision, mission and values.

L1 L2 L3 L4

Gives thoughtful feedback when asked and supports decisions once they are made.

Ensures others are given opportunities to feed into decisions as appropriate and makes sure everyone supports decisions once they are made.

Creates an environment where teams are consulted as appropriate and decisions are supported once they are made.

Drives a culture where staff are consulted appropriately and decisions must be supported once they are made.

Understands our work and shares what we do and our impact with different audiences.

Ensures others understand our work and share what we do ...

Facilitates understanding our work and the sharing of what we do ...

Drives a culture in which all staff have an understanding of our work and ...


The framework areas L1 L2 L3 L4

Reflects on and learns from day-to-day experiences, mistakes and successes. Is open to positive and constructive feedback.

Encourages learning from experience and mistakes. Provides positive and constructive feedback and is open to feedback from others.

Promotes team learning and creates an environment where successes and mistakes are learnt from. Promotes constructive feedback and celebration of success and failures.

Drives a "no blame" culture where effort is made to learn from experience and mistakes. Recognises and celebrates successes, and failures.

Looks for and takes advantage of ways to increase learning.

Helps individuals & team to increase their learning and includes it in development plans.

Promotes timely knowledge and information sharing within and between teams

Drives a learning culture, makes sure that plans and resources are in place to support learning & development priorities

Co

nti

nu

ou

s Im

pro

vem

ent •<L1>

Makes suggestions to improve services and processes and is open to change.

•<L2> Supports generation of new ideas to improve services and processes.

•<L3> Promotes service and process improvements. Evaluates suggestions from team and implements appropriate improvements.

•<L4> Sets the agenda for change to processes and services. Uses suggestions from staff and removes barriers.


Encouraging and retaining behaviours

Levels

Level 1: Basic behaviour JD / Job interview / Probation objectives / ChatOps / Participation focus

Level 2: Building behaviour 121s / Team meetings / Kaizen bursts / Engagement focus

Level 3: Motivating behaviour Agile Squads / Stand-Ups / Performance focus

Level 4: Making it sustainable Quarterly staff events / Staff awards / Drop-In sessions / Leadership focus


Image credits Andrew Robinson

Make it sustainable

Action

Measure

Analyse

Adapt

Measure …


It starts with you and …

Culture Change Adoption Bell Curve


Nutshell

Audit and requirements

Behaviours needed per

stream

Action plan

To take over your organisation


Key resources: Harvard Business Review / Mckinsey / Gartner

Image credits Morgan Martins

Icons credits: Freepik from www.flaticon.com

http://www.flaticon.com/

Documents

Morgan Martins Head of Digital and Data€¦ · JD / Job interview / Probation objectives / ChatOps / Participation focus Level 2: Building behaviour 121s / Team meetings / Kaizen