Change Project

Change ProjectAt ECO Destination Management Services

Kelsey GernertApril 2015

Group Activities

Special Events Program Logistics

Site Inspection

ToursTransfer Services

‘s Services

Problems: AKA Why change?

• Tardiness in the mornings• Individualistic company culture• Different working hours for all employees• Employee morale issues• Lack of opportunities to enforce/create positive company

culture• Communication shortfalls

(Schein, 1985; O’Reilly, 1989; Christensen, 2006)

The Goals• Create a more team centered company culture• Open channels of communication • Share important updates/schedule• Encourage information sharing • Inspire the team for the day ahead

(Waterman, Peters, Phillips, 1980; Spela, 2015)

Component #1 Expectations

Component #2 Consequences

Component #3 Formalized Consequence Ladder

(Heath, 2011)

Component #4 Rewards Program

(Heath, 2011)

Format of Morning Line Up Steps 1-3

• Step 1: The lineup is run by a rotating lineup leader, who reminds the office either verbally or by email 5 minutes prior to lineup that it is about to begin.• Step 2: First, we greet everyone in the circle.• Step 3: We introduce the topic of the day prepared by the

lineup leader; this is a new and/or interesting topic to discuss. It can be anything going on in Aruba or around the world. Just make sure it is something engaging to initiate conversation within the team.

(Ibarra)

Format of Morning Line Up Steps 4-6

• Step 4: Lineup leader will go over the day’s schedule as well as any important updates (be prepared to take notes if necessary, you are responsible for this information).

• Step 5: After the Lineup Leader shares beginning to their left everyone will share what their schedule is for the day (be brief, 15 seconds) as well as any important announcements they have for the team.

• Step 6: In the instance that any of the team members share that they have any group events (i.e. airport services, client & vendor sites, daytime activities, evening events, etc.), the Lineup Leader will encourage everyone to either assist or attend the event to learn.

Format of Morning Line Up Steps 7-9

• Step 7: Next the lineup leader shares with the team a “best practice” that they personally utilize in their daily work, something that will aid others in performing to the best of their abilities. • Step 8: The lineup leader ends the line up by sharing an

inspiration quote they have prepared in advance. • Step 9: Based on the notes that the Lineup Leader during of the

meeting, they will send a recap email to the entire Team including the topic discussed, the best practices, any important announcements (i.e. team members being out of the office due to sites or events, etc.).

Format of Morning Line Up Steps 10-11

• Step 10: The Lineup Leader is responsible for taking attendance, indicating who was there on time, who came in late, and who was a no show, as well as who did not participate or who did not stand-up from their desk, etc.• Last step: The Lineup Leader will email the attendance

sheet to Abigaél, Elsie, Maoreen, and CC to Judella.

Clear the Path

Getting Buy In

• Compromise on the Steps (originally 5)• Initial Meeting with Upper Management• Renaming the Morning Meeting to Morning Line Up

(Spela, 2015; Hattersley)

Roll out Plan

• Addressing the personal cost• Balancing with Benefits• Benefits not features

(Spela, 2015; Hattersley; Christensen 2006; Heifetz, Grashow, Linsky, 2009)

Lessons Learned the Hard Way

• Trying to create a First and Last Line Up

Final Results

• 90% of team present at morning meetings, an average of 5% are not present due to legitimate circumstances. 5% are still truant. • Prior to the change only 50% of team arrived at 9am • Less communication breakdowns• Greater team mentality • Stronger company culture (but still a work in progress)

References

• Christensen, C. M., & Shu, K. (1999). What is an organization's culture?• Hattersley, M. (1991). Persuasion• Heath, C., & Heath, D. (2010). Switch: How to change when change is hard.• Heifetz, R., Grashow, A., & Linsky, M. (2009). The practice of adaptive

leadership. Boston, MA: Harvard Business School Publishing, • Ibarra, H. (1995). Managerial networks• O'Reilly, C. (1989). Corporations, culture, and commitment: Motivation and

social control in organizations. California Management Review, 31(4), 9-25.• Waterman, R. H., Peters, T. J., & Phillips, J. R. (1980). Structure is not

organization. Business Horizons, 23(3), 14-26.