D'Artagnan and the Three Musketeers - "One for All, All for One". A great Leadership success story.

For something to change, someone has to change their behavior.

I had the privilege and pleasure of being part of the Canpack Itumbiara-GO plant changing the culture by supporting its transformation process in-house. After a few months of in-deep collaboration, it was incredible to hear all the team members speak passionately about the clarity of their values, performance, quality, safety, improvements and where they are going with the target postcard they see. The growth in the team in such a short period of time has been a journey the team has been engaged in over the past few months.

This amazing transformation would not have been possible with the involvement of the three “Musketeers” who have been leading this cultural evolution within their manufacturing plant. Alexandre Alves Do Nascimento (Production), Marcelo De Lima Barbosa (Maintenance) and Flavia Maia Goncalves (Quality), thank you so much for your personal engagement and great teamwork for manage energy of yours teams as well as initiate and sustain so amazing culture-shaping transformation in our operation.

One “plush cube” with CANPACK values has changed everything ...

… the key success factor was to find the #feelings, a gut-level emotional connection.

The core of the changes is always about changing the behavior of people, behavior change happens mostly by speaking to people′s feelings. People find ways to help others see the problems or solutions in ways that influence emotions, not just thought.

Change happens in the order of

SEE - FEEL - CHANGE

as opposed to

ANALYZE - THINK - CHANGE.?

You don’t need to #know to act, you need to #feel to act.

The goal of the culture-shaping transformation was to connect values, people and organizations into a single entity, through:

• transferring the company's values to its daily operations,
• integrating employees around the company's vision and values,
• showing employees how the issues most relevant to the operation are viewed in the company,
• conveying to employees a pattern of behavior in certain situations.

?… following three paths framework:

?Clarity

Emotion

Environment (situation)

So, what have we learned?

(1) Both #Leadership & #Change management are about #emotions, #accountability #values but not about tools, bureaucracy, KPI’s, Lean, etc,. Both positive and negative emotions can get the organization to move.?Negative emotions work better with obvious problems, as shock and outrage give us a sense of urgency, like “burning platform”.?If the problem is?more complex and there’s no clear?solution, focus on positive emotions, which will broaden your vision and make you more creative in tackling it.

(2) #Values are the what and #purposes the why, both must be foundation in a daily life. In high performance culture we can see how these build on each other, by having clarity on values and purpose employees are fit into values of organization or view as a leaders inspired by purpose of team players, work ethics, positivity and willingness to grow.

(3) Successful change requires transferring goals into concrete #behaviors. Leaders need to have crystal clear guideline and think about specific #behaviors they want to see. They need to see their roles as a responsibility not as a job, with alignment on #values.

(4) Where everything on your to-do list is urgent, things like inspiration and motivation seems like luxuries. You feel like the leadership parts of your role are just that, parts, something separate that you do from the corner of your desk. But leadership is not a luxury it is hard work, we need to have?#resilience?and?#resolve?in order to be effective as a leader, inspires our team and set a tone for rest of organization.

(5) SMART goals are better for steady-state situations than for change situations, because the assumptions underlying them are that the goals are worthwhile. To hit people in the gut – you can’t bank on SMART goals but on emotional goals.

(6) To keep the transformation going, it is necessary to?recognize your own success. The first step may be small, but it is the most important one. “Big changes can start with very small steps. Small changes (small wins) tend to snowball. The first thing to do is recognize and celebrate that first step.“ Celebrating progress?reinforces the behavior that you are trying to create.

(7) Times of the heros or one leader who's going to save the day has gone, that leaders are having to collaborate, work together in ways they never have before, and so they need to be focused on building that #sense of leadership culture.

(8) If you are committed to achieving your organizational goals, you must be disciplined and relentless in holding yourself and others to high standards of performance.

(9) Changing habits requires a change of #environment and a change in #mentality. You can change habits by employing action triggers. Action triggers take advantage of the things that you already do daily. By preloading the decision, you conserve the leader’s self-control.

(10) …, and many other thoughts & aspects that are part of the organization's know-how and standards.

... and here I wanted to wholeheartedly thank "Kariama” – unmistakable large terrestrial raptorial bird, who inspired me so much to create unique strategy and helped create a good climate in the organization affects to change behaviors and habits.

This is a “great success story” that really happened.

Why it is great "leadership" story? Because …

A good story changes how we think.

A great story changes how we feel and what we do.

Congratulation to all CANPACK Itumbiara - GO employees for their personal engagement! Proud to be a part of this Amazing team.

…, to be continued!.

Are you interested in learning more about this this amazing transformation and unique approach has applied ..., if so leave a message below.

#accountability #leadership #teamwork #feelings #emotions #senseofcommunity #culture #identity #trust #engagement #values #people #pasion #peopledevelopment