3 Pillars Pitch Book 7 2012 Master 1

THE THREE PILLARS PROGRAM

The University of Georgia Human Resources DivisionTraining & Development Center of Excellence

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About

The Three Pillars Program of Leadership Excellence, Organizational Transformation, & Behavior improves the productivity, work life, and the effectiveness of leaders, teams, individuals, and

organizational units.

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Leadership

Three Pillars Program

Tom Gausvik, Associate Vice President for Human Resources

Becky Lane Senior Managing Director,

Training &Development Center

Tracey O'Malley Senior Organizational

Development Consultant

Vickie Coker Senior Organizational

Development Consultant

Lindsey Van Note Senior Organizational

Development Consultant

Joan Curtis, Total Communications Coach

Richard Stanley, Legacy Performance Training, Inc.

Three Pillars Program Leader

Core Members

External Resources

• Becky Lane has served for twenty two years in human resources at the University of Georgia. Her numerous roles include all aspects of communication, project implementation and oversight, and classroom instruction. With the permission of the book’s author, she has conducted the Personal Accountability program for over 10 years. Becky earned a Bachelor of Arts in Journalism from the University of Georgia. Prior to her UGA employment, she worked in media (newspaper and radio) advertising sales. Her responsibilities there included forming relationships with business owners in order to design and implement advertising campaigns to meet sales goals and ensuring all related receivables were collected in a timely manner. Becky is Certified in Hogan Assessments Instruments.

Becky Lane

• As a member of UGA’s HR Training & Development Center, Vickie Coker is a Senior Organizational Development Consultant. In T&D her roles include leadership development, organizational development, organizational transformation, and organizational behavior. Prior to joining UGA in 2000, she spent fifteen years as an executive with a major retail company where she was responsible for human resources administration at the store and regional levels. Vickie holds a Master Certificate in Six Sigma Black Belt, is a Certified Sherpa Executive Coach, and is Certified in Hogan Assessment Instruments.

Vickie Coker

• As a member of UGA’s HR Training & Development Center, Tracey O’Malley came to the University of Georgia in 2002 and serves as a Senior Organizational Development Consultant.. Tracey responsibilities include leadership development, organizational development, organizational transformation, and organizational behavior. She earned a Bachelor of Arts in Business Administration and French from Converse College. Tracey’s professional experience includes over fifteen years in the private sector with an emphasis in adult education curriculum design and delivery. Tracey holds a Master Certificate in Six Sigma Black Belt, is a Certified Sherpa Executive Coach, and Certified in Hogan Assessment Instruments.

Tracey O'Malley

• As a member of UGA’s HR Training & Development Center, Lindsey Van Note came to the University of Georgia in 2004 and serves as a Senior Organizational Development Consultant. Currently Lindsey is on special assignment working with on the reform of UGA’s Staff Compensation Plan. As part of T&D, Lindsey’s responsibilities include leadership development, organizational development, organizational transformation, and organizational behavior. Prior to joining T&D, Lindsey was with the UGA Search Group where her primary responsibility was to meet with hiring officials and committees to develop strategic recruitment strategies. Prior to joining UGA, Lindsey’s professional experience included human resource administration in the private sector with an emphasis in employment, training, classification, compensation, and employee relations. Lindsey earned a Bachelor of Science in Psychology from the University of Georgia. Lindsey holds a Master Certificate in Six Sigma Black Belt, is a Certified Sherpa Executive Coach, and is Certified in Hogan Assessment Instruments.

Lindsey Van Note• Tom came to UGA after twenty-three years at the University of Virginia, the last

eleven years as chief human resources officer. During this time, Tom was appointed by Governor Baliles of the Commonwealth of Virginia from 1998 through 2000 to lead the reform of the state’s classified compensation system, which affected 100,000 employees in 250+ executive branch agencies. Since coming to the University of Georgia, Tom has transformed the Human Resources Division, including creating the UGA Search Group, the 360 Personal Financial Consultation Program; implementing the national award winning Young Dawgs high-school internship program, the Three Pillars Program, and the High-Impact Leadership Program. Tom has a Master’s of Science in Human Resource Development from The American University, which was a joint program with the NTL Institute of Behavioral Sciences. He has a Bachelors of Arts degree from The Citadel. Tom served as an officer in the U.S. Army in numerous leadership positions.

Tom Gausvik

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Engagement Strategy & Guidelines

As your “Trusted Advisor,” the strategy we use is customized to your particular needs, resources, and organizational situation. We do not come in as experts of your organization. We partner with you each

step of the way, enabling you to make the critical decisions about your organization.

Engagement Guidelines:Clear, Measurable Outcomes: As your Trusted Advisor, we will clarify objectives at the beginning of the engagement. What are your desired outcomes? How would you like things to be different? How will you know we’ve been successful?

Diagnosis Precedes Change: As your Trusted Advisor, we want to have a good understanding of the workings of your organization before proceeding with any recommended changes. This ensures that changes correct what is not working while preserving what is working.

You are the Driver: You are the experts in your business and will make the critical decisions for your organization. As your Trusted Advisor, our role is to provide you with the advisement and facilitate the process by which that happens.

Respect the Relationship: As your Trusted Advisor, we want to design a relationship that is respectful, safe, confidential, honest, and accountable. Our intent is to strengthen and support you in the fulfillment of your role and accomplishment of your vision.

The Role of Trust. As your Trusted Advisor, we believe that trust is a critical element of organizational life. We want to help you talk openly, resolve conflicts, and create a positive culture in which people care about their work and want to contribute to the best of their abilities.

Preserving/Building Culture: People do the work of the organization and are, ultimately, responsible for its success. As your Trusted Advisor, our change initiatives help create a culture in which your employees think and act like true partners in your business.

Structured Methods: We have created methodologies and processes related to leadership, individual development, and organizational development which have been tested and refined within the Institution. As your Trusted Advisor, we will apply these methodologies and processes in our work with your organization.

Depth: As your Trusted Advisor, we understand people and group dynamics. We facilitate deep and sensitive work at the personal, interpersonal, and organizational levels.

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Code of Ethics

Code of Ethics and ConductOur Code of Ethics and Code of Conduct is as follows:

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Clients• We will serve our clients with

integrity, competence, and objectivity.

• We will keep client information and records associated with client engagements confidential and will use proprietary client information only with the client's permission.

• We never confirm or deny any specifics about an engagement to anyone.

• We will not speak critically about a client or our own team members outside of our confidential meetings.

• We will always exude positive confidence in our individual and collective competence as well as our client's competence and goodwill.

Engagements• We will accept only engagements

for which we are qualified by our experience and competence.

• We will assign staff to client engagements in accord with their experience, knowledge, and expertise.

• We will immediately acknowledge any influences on our objectivity to our clients and will offer to withdraw from a consulting engagement when our objectivity or integrity may be impaired.

• We will disclose to our clients any conflicts of interest of which we are aware before undertaking an engagement.

• We will praise our clients continuously for their courageous action.

Engagement Framework

CHANGEtheculture CHANGEthegame

Parallel Process One: Leadership & Professional Development

Engagements often include helping the organization clarify “their story” as well as how they work together to achieve organizational results. We offer coaching and team development activities to strengthen the organization’s ability to build a positive and sustainable organizational culture.

Parallel Process Two: Change Management

Change management is preparing all employees to embrace and succeed in the new organization. Many change initiatives fail because they don’t give enough attention to people, who ultimately do the work of an organization and make it succeed. As a core component to the engagement, we assess organizational readiness and provide the organization with tools to overcome resistance to change. An important goal is that employees see themselves as contributing partners in achieving organizational success.

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Strategy for Energizing Your Organization and Creating Accountability for Results

Two parallel processes are essential to your organization’s success as you go through the engagement and find your “True North Compass”

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The “Right” Organization

Focus

Form

Fit

FaithFortitude

Functions

Financials

"Seven Factors of Right Alignment”

Have the Right Focus (Vision, Goals, Priorities)

Maintain the Right Form (Structures)

Ensure the Right Fit (People, Positioning)

Live the Right Faith (Ethics, Values, Beliefs)

Demonstrate the Right Fortitude (Courage, Grit)

Establish the Right Functions (Processes, Supply Chain)

Allocate the Right Finances (Resources, Logistics)

Our commitment is to be your Trusted Advisor, assisting you in defining and continually fine tuning your "Seven Factors of Right Alignment."

7 Factors ofRight Alignment

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Change Theory: Kurt Lewin

• Ensures that employees are ready for change

Unfreeze

• Execute the intended change

Change • Ensure that the change becomes permanent

Refreeze

“Lewin’s Law”Time

State of CertaintyState of

Uncertainty/Dysfunction

New State of Certainty

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“Lewin’s Law” In Action

Time

Unfreeze Change Freeze Unfreeze Change Freeze Unfreeze Change Freeze

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Change Management

Overview: Change Management Model of Roles and Responsibilities

Source:UGA Human Resources Division’s Training & Development CenterThe Three Pillars Program of Leadership Excellence, Organizational Transformation and Behavior

Purpose: This model identifies four groups that influence and are affected by change and outlines key responsibilities for each group to successfully navigate through the transition period. In particular, this tool outlines key responsibilities of managers during the change process.

Guidelines: Review and modify the model as necessary with key stakeholders and discuss expectations for each group, as well as strategies to help each group perform these responsibilities throughout the change.

Context: Successful change depends on multiple layers of individuals within an organization planning for and implementing the change. The team responsible for change initiatives should ensure that all groups are considered during major decisions or communications regarding the

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Senior Leader (the Client)

• Actively and visibly support change• Build the group leading change• Communicate directly with employees

Human Resources

• Develop change management strategy and plans

• Provide support to managers and employees

Front-Line Leaders

• Coach employees through the transition and manage resistance

Employees

• Survive and thrive during the organizational change

Change Management

Model of Roles and Responsibilities for Change

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Senior Leader (the Client)

• Communicate the organization’s business strategy.

• Address broad-based employee concerns to increase. visibility into the rationale behind change.

• Demonstrate the importance of the change.

Human Resources

• Partner with Client internal communications, public relations, and other stakeholders to coordinate the messages of executives and managers to ensure consistency.

• Provide resources and guidelines to Client for managers, including describing the role of managers to support retention efforts.

• Provide regular updates and logistical information to Client to keep other leaders and employees informed.

Front-Line Leaders

• Communicate key information to employees.• Address employee concerns on a personal level

and through one-on-one conversations.• Identify and retain key employees.• Engage employees.• Share employee concerns about the change to

senior managers or HR.

Employees

• Understand how the change will affect their day-to-day job, co-workers, and the organization.

Model of Roles and Responsibilities for Change (Detailed)

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Core Competencies of Leadership & Professional Development

Accountability

To make a personal choice

to rise above one’s

circumstances and demonstrate

the ownership necessary for

achieving desired results.

Common Language

To clearly define my values,

mission, and vision within my

organization.

Through Shared Purpose

To build team commitment to

a shared purpose and

direction

Innovation

To make decisions with my head, heart and hands to fix the problem and never again affix

the blame.

Ownership

To act in accordance with the principles I

say I value.

Networking

To display actions that

inspire others

The core competencies that formulate leadership and professional development are accountability, common language, through shared

purpose, innovation, ownership, and networking.

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IVISIONWe Believe In Action!

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