leading people, managing assets and succession...

Leading People, Managing Assets and Succession Planning

Austin CMOM Workshop

August 24-25, 2015

Jim Courchaine

Vice President and

National Director of Business Practices

Tata & Howard

[email protected]

928-774-9500

www.tataandhoward.com

mailto:jcourchaine@

Agenda and Overview

• What we know

• What we have and haven’t discussed in the past

• Exposing the myth about Leading and Managing

• It’s all about the why

• Leading people

• Managing assets

• Questions you should be constantly asking

• Conclusion

What We Know

• Early retirements of staff are taking vast amounts of system knowledge with them.

• As an industry, we don’t do a good job working with long-term employee knowledge insecurity.

• As leaders, it’s our responsibility to lead people and manage system assets for the indefinite sustainability of the utility.

• Without a good succession plan and its implementation we will struggle as an industry.

What We Know (cont.)

• Understanding that people are one of our greatest assets.

• That the past, present and future workforce think differently than in the 70’s, 80’s, 90’s and 2000’s.

• We know that participation in decision making, worker recognition and a safe workplace are the most important things that will keep you here.

• And of course, money helps a little.

What We’ve Discussed in The Past

The Matures or the “Great Generation” also known as the “Silent Generation” (born 1924 - 1945)

Baby Boomers (born 1946 to 1964) Xer’s (born 1965 to 1976) Yer’s or Millennials (born between 1977 -1996) Plurals (born 1997 to date) All five generations may have one thing in common – they all may work at the same location but they may not be working toward the same goals and objectives or have the same priorities.

Matures

Matures:

Grew into seniors

Started settling down and have the attitude, we raised them, educated them and now we can do our own thing

“Maturity” used to be a rite of passage and now it seems to be thought of as nothing more than a label

There was a parent-child relationship with their adult children

Matures Continued

Respected authority

Took direction without question

Communication was by formal memo

Not a lot of talking in the workplace

Placed great value on being respected for their experience

Willing to sacrifice

Boomers

Boomers:

Are becoming the new matures

We raised them, educated them and now we can enjoy the relationship with them

Adaptable to change, and have a sensitivity to challenge conventional ways of thinking - WHY

The new mature has developed a bonding relationship with their children

They’re not adverse to the risk of trying something new and see themselves as being able to do anything

Boomers (cont.)

Boomers had it a little easier because of the sacrifices our parents made.

Boomers did what they wanted, bought what they wanted, spent money on anything they wanted, because we were going to do and have everything our parents didn’t have.

Most joined the workforce rather than go to college

Xer’s

Xer’s:

For the most part grew up in the decade following the cold war

Saw the inception of the home computer, the rise of video games and the internet as a tool for social and commercial purposes

Their approach to authority is casual

They have a non-traditional approach to time

Family and work balance is extremely important to Xer’s

Xer’s Continued

Work to live

Inaugurated the work-life balance initiatives corporations are addressing more often today

Tend to focus on self-advancement

Tech savvy – were at the forefront of the technology revolution

Yer’s

Yer’s: This generation is more likely to question authority and demand answers Feel Entitled Ambitious Very technology savvy Impatient Demanding Blunt And very skeptical

Yer’s Continued

Deeply value family connections

Very much live in the moment

Most open to change

Very high expectations for themselves

Like stimulating work that gives them opportunity for change and growth

Want to shape and be shaped by the work experience

Answer text messages within seconds

Millennials

Millennials: They are the up and coming generation Creative thinkers Sociable Optimistic and have high expectations of

themselves and others Talented Well educated Collaborative, open minded, influential and

achievement-oriented

Millennials Continued

Masters of instant communication

Natural collaborators

Prefer to work in teams

Readily share information

Seek feedback

They want to participate in the decision making process

Committed to a work-life balance

Always willing to help a cause – Going Green

Plurals

Pluralist Generation - Plurals

First Generation of The 21st Century

The name Plurals reflects what lies ahead, for them, and all of America

America’s last generation with a Caucasian majority

Exist in the most diverse social circles

Beginning to reflect the Gen X parenting style in their mindset

The least likely to believe in the “American Dream”

Discussion

Why are these different generations so important?

Because nothing they do is right or wrong, they’re just different.

"Learn about the generations so you can better understand them,“

"Learn about the challenges that shaped their formative years. Those events that impacted their attitudes, perceptions, values and expectations in life and at work.

"Don't judge co-workers by their age, appearance or era - judge them by their ability to work within the framework of the job.

What We Didn’t Know

The Consequences We taught you, the X’ers, Y’ers and Millennials by our

habits that you were entitled to everything you wanted, asked for and if your friends had it you should have it too

We screwed you up good With the advent of video games you got instant rewards

and therefor always believe you should be rewarded for anything you do

Everyone gets a star today There are no losers

What We Can Learn From Each Other

My ah ha moment with an 8 year old in 2000…….and today 2015

What do you know that I don’t and what do I know that you don’t, let’s share.

Let’s not look down on each other because we don’t have the same abilities as each other or don’t understand each other’s beliefs.

What We Can Learn From Each Other (cont.)

Ask people why they do what they do, how did they get started, what keeps them going?

What was it that attracted them to low pay, knowing they'll get covered with crap daily, work ridiculous hours, sometimes in horrible weather and come back tomorrow to do it again?

What is fascinating is that all of these diverse and unique generations with their quirks and nuances add up to 100% of America’s workforce. The question is how “do” we work together. It is possible and we can still learn a lot from each other.

Exposing The Management Myth

The Myth;

“Leading and Managing are one and the same”

The Reality;

• Leadership is about influencing the actions of people so they will follow.

• Managing focuses on operating and maintaining systems programs and practices.

Leading People

“The proof of leadership is found in the followers”. “The true measure of leadership is influence – nothing more,

nothing less”. • Character – defines who they are • Effective communicators • Has natural intuition that staff will look to for guidance • Ability to inspire • Ability to delegate based on identifying different strengths • Vision – Where they want to take you and why

Leading People (cont.)

Words and Phrases Seldom heard or expressed in our industry;

• Caring • Sincerity and being genuine • Respect • “You can do it” • “I’m proud of you” • “I trust you” • “Thank you” • “Let me help you”


A Good Leader: • Has been a follower • Listens well • Adds value to others • Helps others to advance • Will empower you • Helps increase your confidence in decision making • Truly values others • Knows and relates to what others value • Believes that “Trust” is the foundation of leadership


A Good Leader: • Will have to make tough decisions. • Will make unpopular decisions. • Will make decisions based on the facts. • Will always be fair in all dealings. • Has to have the capacity to be as cold as ice and in

that same moment have compassion and empathy. • Isn’t always the smartest person in the room but

brings the smartest person with them.


A Good Leader Does Not; • Worry about giving back more than they are

given. • Strive to be or appear to be more than they

really are. • Make decisions based on the fear of other

people’s reactions. • Turn away from change when change is

necessary and inevitable.


“Leadership is the privilege to have the responsibility to direct the actions of others, with accountability for both successful and failed endeavors”


• “If you want to move people, it has to be toward a vision that is positive for them, that taps important values, that gets them something they desire, and it has to be presented in a compelling way that they feel inspired to follow”

It’s all About the Why

• Why is no longer a bad word.

• It’s always been about the why.

• Why has to make sense.

• Apply the why to the what.

• Share the why.

• If you can teach someone the why, the how is ten times easier.

Managing Assets

People first:

“If you aspire to manage people at any level; be it a crew chief, Foreman, Supervisor, Mid-Level Manager, Superintendent, etc., and you can’t hire, fire or discipline someone, do not apply or asked to be put in those positions”

Managing Assets (cont.)

Developing Managers • Succession planning

• Identify organizational needs

• Identifying future managers

• Co-create Individualized Development Plans

• Follow Through on Development Plans

• Coaching and mentoring

• Allow participants to “Wash Out”


Accountability • Create an accountability culture

• Lead by example

• Set and communicate clear expectations

• Provide an opportunity for feedback

• Do what you say you will do

• Don’t reward employees for bad behavior

• Don’t reward employees if their performance is poor and measures aren’t met

• Don’t promote employees on longevity alone


• Management’s understanding/view/philosophy of managing.

• Managing the utility in a more business-like manner. • Top 4 must haves for a successful utility (based on

interviews and surveys of over 2000 operators, managers and superintendents nationwide). – Worker recognition – Participation in decision making – A safe workplace – Fair compensation/wages


Knowing who we are and who they are • Personality types and personalities • How to talk with your staff • Scripted discussions and talking points Understanding “Temperament” (Introverts, extroverts and

ambiverts) • The temperament test • What the results reveal Empowering your staff • Who • Monitor


As a Manager, Director or Superintendent of a utility; How do you know where to go if you don’t know where you are?

• First assess where you are

• Then ask yourself where do we want to be or need to be based on priorities.

• What is your top priority and why?

• What keeps you up at night?

• What is not getting done that should be and why?


The assessment process should include a review of all work practices.

A review of documents

Interview a diagonal slice of staff

Field observations of work practices not people.


Areas to look at • Is lost time (accidents) an issue. • Sick time use. • SOPs vs. EPGs. • Performance measures of all work practices that are

realistic. • Training of staff, new and seasoned and what type. • New technology that will aid your efforts. • Succession planning; who’s going to take your place. • Mentoring and planning for the future of your staff.

Questions You Should be Asking Yourself

• Am I looking where there may be opportunities for improvement?

• Do I have a structured, programmatic approach to managing, operating and maintaining my utility?

• Do I have a plan that describes what I do, when I do it and most importantly, why I do it?

• Am I communicating up, down and sideways?

• What works well and what doesn’t work so well?

• How is morale among staff.

• What can I do to give my entire staff a 10% raise.

Questions You Should Be Asking Yourself (cont.)

• Have I identified the root causes of my problem areas?

• Am I cleaning clean sewers just to comply with regulations and not have an SSO?

• Does my CCTV program drive my cleaning program?

• Have I empowered the right staff?

• Is my operating budget sufficient to meet utility needs including training, especially mid-level staff?

• Am I meeting the goals and objectives of the utility while being more efficient and effective?

Conclusion

Leading people doesn’t necessarily come natural, your success will be based on the effort you put in.

You have to want to be in this position, it is very demanding, and you must be responsible and accountable.

The bottom line is, it’s about providing the framework for a structured and programmatic approach to managing, operating and maintaining your utility in a more business-like manner.

Final Thoughts

• If we don’t start talking with each other and work together we will have a difficult time at best in sustainability as an industry.

• We need your help to adjust into today’s reality.

• So I’m reaching out, I will help anyone that wants my help in furthering their career or focusing on something specific to do their job.

Are You Thinking Differently?

If so, Why?

Leading People and Managing Assets for A Sustainable Future

• Questions

leading people, managing assets and succession...

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