SwitchPoints: Culture Change on the Fast Track for Business Success | by Judy Johnson, Les Dakens, Peter Edwards and Ned Morse | ISBN: 9780470283837. The Spectrum of Employee Engagement. Q4 LeadershipSM Model. CEO’s Essential Role.
May 4th, 2010 | by kutenk |SwitchPoints: Culture Change on the Fast Track for Business Success
by Judy Johnson, Les Dakens, Peter Edwards and Ned Morse
ISBN:9780470283837
Rich with insights and anecdotes, this inspiring book offers lessons that can be applied to any organization seeking to improve the bottom line by improving their culture.
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SwitchPoints—Culture Change on the Fast Track for Business Success
Foreword
Preface
Overview
Getting the Most from This Book
Introduction—A Broken Culture
Overview
The Culture of Early Quits
A New Trip Plan
Switchpoints
Spiking the Switch
Part I – Building One of North America’s Top Railroads
Chapter 1 – The Road to Best-in-Class
1830: Pioneering Days
1919: Nationalization
The 1980s: Deregulation
1992: Organizational Redesign
A Quick Change
1995: Privatization
The Right Leaders for the Job
1998: Precision Railroading
2003: Passing the Reins
Chapter 2 – Culture Change on the Fast Track
Acquisitions
Buying other Cultures
The Challenge
The Results
The Trip Plan for Culture Change on the Fast Track
Part II – Clarifying the Vision
Chapter 3 – CN’s Five Guiding Principles
Overview
Principle 1: Service—Doing What We Say We’ll Do
Chapter 4 – The Culture of Precision Railroading
Overview
The Organizational Culture Continuum
The Spectrum of Employee Engagement
The Role of Organizational Leaders
Washing Out the Mud in the Middle
Part III – Choosing the Right Switchpoints
Chapter 5 – How to Change CN’s Culture?
Chapter 6 – Creating a Culture of Discretionary PerformanceSM
Overview
What’s in it for the Employee?
Chapter 7 – Creating Q4 Leaders to Drive Change
Culture Change Begins with Leadership
The Q4 LeadershipSM Model
How Did CN Create Q4 Leaders?
Changing Your Style Isn’t Easy
Building Leadership Fluency
Part IV – Selecting the Tools for Change
Chapter 8 – The Science of the ABCs
Overview
It’s All about Behavior
The ABCs of Behavior
The ABCs Make Fundamental Sense
Chapter 9 – The Commanding Power of Consequences
Overview
Timing
Importance to Recipient
Probability of Recurring
Where Does the Consequence Come from?
Which Consequences Should I Use?
Consequences and Culture Change
Authors’ Note: Doing the Right Thing with the ABCs
Chapter 10 – The ABC Toolkit
Part V – Aligning the Switches
Chapter 11 – Finding a Champion
A Quiet Tryout in Capreol
“I Hate Consultants!”
Chapter 12 – Testing the Business Case
Overview
Pilot 1: Partnering in Memphis
Pilot 2: Partnering in Capreol (Northern Ontario)
Pilot 3: Partnering in Transcona (Winnipeg)
Learnings from the Pilots
We Did What We Said We Would Do
A Skeptical Hunter Gives the Nod
Chapter 13 – Gaining Visible Sponsorship—The CEO’s Essential Role
“How We Work and Why”
Addressing the Naysayers
Chapter 14 – Learning from a Strike
Overview
Spiking the Switch
Start with the Supervisors
Chapter 15 – Planning the Trip
Going to Rome (and Paying for it)
Implementing the ABCs CN-Wide
Selling the ABCs to the Operating Regions
I Love Your Passion, but …
Managing the Pull
Deployment Wasn’t All Rosy
Chapter 16 – Making the Case for Change
The Case for the ABCs
Spreading the Word
Answering Four Basic Questions
Chapter 17 – Expanding Sponsorship
Overview
Example 1: Visiting Sites to Set the Stage
Example 2: Sponsoring a Safety-First Culture
Example 3: Personally Walking the Talk
Part VI – Assessing Switchpoints’ Impact
Chapter 18 – Applying the ABCs—Dressed & Ready
Guess I’ll Have Another Coffee …
Another Switchpoint
The Science behind the Change
Of Course There Was Resistance!
“I Can’t Ask My Friends to Do That!”
The Rewards of “Dressed & Ready”
Chapter 19 – Early Wins with the ABCs
Release the Brakes!
Culture Change in the Michigan Division
The ABCs Improve ETAs
Want Better Meetings? Show up on Time!
Small Things Matter
Curing Technophobia
Chapter 20 – Demonstrating Q4 LeadershipSM through the ABCs
“More Work? Are You Nuts?!”
Improving Reliability: Getting KIST
Understanding Q4 LeadershipSM—by Knowing What it is Not
Chapter 21 – Life or Death Leadership
A Grim Tale
Safety and Culture Change
Developing Safety Programs
Zero Tolerance and Why
Chapter 22 – Sawing Our Way to Improvement
Overview
Tackling Old Problems in New Ways
Reducing Overtime
“Improve” Can Even Mean Tossing Old Paper Files
Formalizing the Opportunity
Part VII – Spiking the Switches
Chapter 23 – Leadership Competencies to Support the Change
Overview
Accountability and Importance
The New Competency Framework
Leadership Equals Bonus
The New Power of Performance Reviews
Chapter 24 – Performance Scorecards for Unionized Employees
Overview
Doing the Unthinkable
Executing EPS
Communicating EPS
Then Came the Problems
Rollout for Success
Supervisors: I Didn’t Know That!
EPS Was Another Switchpoint
Chapter 25 – Learning through the Railroad MBA
The Railroad MBA
Railroader Undergraduate Programs
CN is a Destination, Not a Job
Today North America, Tomorrow the World
Chapter 26 – Hunter Camps Develop Leaders
Overview
Expanding the Impact
Learning from the Master
Twelve Characteristics of Leadership
Leadership is about People
Some Campers’ Views
Chapter 27 – The Power of Consistency (17 out of 17)
Overview
Inconsistency in the Rules
Inconsistency in Applying Rules
Inconsistency Breeds Opportunity
Be Consistently Flexible
Chapter 28 – Developing Internal Consultants
Why Internal Consultants?
Transitioning from CLG to Internal CN Consultants
Selecting the Right People
Developing Internal Consultants
Reality Hits
The Value of Internal Consultants
Chapter 29 – Sustaining Culture Change
Preventing Backsliding
Techniques for Sustaining Change
Examples of Sustainability
Chapter 30 – Sharing Our Story
Sharing with Our Customers
Sharing with Our Suppliers
Sharing with Our Competitors
Sharing with Our Communities
Chapter 31 – Improving Relations with Our Unions
The 2007 UTU Strike
When to Say Yes, When to Say No
Confronting a Long Legacy
The United Steelworkers
Improving Labor Relations
What CN Brings to the Bargaining Table
The Future
Part VIII – Learning from Our Journey
Chapter 32 – Top 10 Tips for Leaders Using the ABC Methodology
Tip 1: Manage Your Culture
Tip 2: Measure What You Value
Tip 3: Challenge, Disagree, and Then Make the Decision
Tip 4: Focus on Behavior You See or Hear at Work
Tip 5: Ask “Would You, if Your Life Depended on it?”
Tip 6: Transition from Good to Great Performers
Tip 7: Deal Quickly with Poor Performers
Tip 8: Get Face-to-Face
Tip 9: Balance Your Use of Consequences
Tip 10: Manage the Learning Curve
Chapter 33 – The Culture Change We Achieved
Chapter 34 – The Final Word
The Transformation
What Lies Ahead
Where We are Now
The Trip is Not over
Notes
Preface
Chapter 1—The Road to Best-in-Class
Chapter 26—Hunter Camps Develop Leaders
Chapter 30—Sharing Our Story
About the Companies
Canadian National Railway
CLG (The Continuous Learning Group)
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