A clear need for a stronger performance and accountability discipline was apparent. From the executive team to front-line employees, opportunities existed to improve clarity about what was expected of them and development of an appropriate level of accountability and recognition. Now that the strategies were in place, the Balanced Scorecards and performance management systems would be developed.
The new performance system would consist of
• Balanced scorecards for
Corporate
Corporate functional groups
Divisions
• Developed competency model that combined strategically needed attributes, behaviors needed to off-set gaps, and Eleven Commandment reinforcement
• New individual performance documents that combine “what” and “how” goals and objectives and behavioral competencies.
• Performance based stock and merit compensation programs.
Balanced Scorecards
A key process for focusing the strategies and creating accountability would be built through the balanced scorecard. Results-Based Leadership consultants (including balanced scorecard pioneer, Rich Lynch) facilitated a process that built on the work that the executive team had completed. Teams were identified for each scorecard to be developed at corporate and divisional levels. Teams were made up of managers and key contributors within their respective organizations.
The makeup of the teams was critical in the change process; competent and influential formal and informal leaders were sought out. The teams spent several days in workshops and participated in a number of follow-up events to define measures to track strategic performance in four key result areas: investor, customer, employee, and organization. The RBL consultants supplemented the data through direct interviews with highly valued customers (Exhibit 4.5).
Emmis Competency Model
Core to the culture-change process was the development of detailed Emmis behaviors that both helped drive the new strategic direction of the company and supported the extension of the desired Emmis culture and Eleven Commandments. Jim Intagliata led the competency modeling process that became an important element of the performance management process. Since this was such a critical and visible tool companywide, significant involvement of the executive team would be required. One such document during the development process attempted to gather further feedback and participation for key members of the executive team in addition to the interviews and data gathering that they were engaged in (Exhibit 4.6).
Particular attention was given to the integration of the Eleven Commandments into the competency model (Exhibit 4.7). The modeling resulted in eight core competencies for all employees, and five additional leadership competencies (Exhibit 4.8). As a result of the participation from the executives, the draft competencies were utilized almost immediately by a few of the executives with their direct reports.
Performance and Reward Management
Agruso and Results-Based Leadership conducted interviews, focus groups, and a survey with the executive team that provided current state and preferred results in four areas: design and control principles, planning performance, improving performance, and rewarding performance. In addition, insights were provided relative to the maturity and current state of the process compared to Stage 3 (Disciplined) organizations (Exhibit 4.9). As a result of this involvement and assessment, an annual cycle was designed incorporating compensation systems, organizational development, and talent forecasting (Exhibit 4.10).
The Performance and Reward Management Implementation Plan was created to outline the sequence of all supporting communications and performance management events (Exhibit 4.11). Exhibit 4.11 visually presents the scope of the performance management implementation and the change events that were scheduled in phases to reinforce the overall change agenda.
Employee Training
In February and March, 100 percent of all employees and managers went through performance management and cultural training. In addition to the traditional performance-management and SMART goal development instruction, some unique, and “Emmis-like” training was delivered: two exercises, one centered on understanding the Eleven Commandments and another focused on building a strong understanding of the new Emmis behaviors. For example, the Eleven Commandments card game was introduced to create an exercise of understanding and dialogue around the Emmis culture. Cards represented various symbols and clip art that were related to a particular commandment. Teams matched the cards to the related value and talked about examples of the values at work in their environments.
The second exercise required innovative exercises around the eight core Emmis behaviors. New teams were formed and each was asked to portray a behavior in one of three mediums that Emmis operates in: visual design (drawings), radio spots, or acted-out commercials. This was an entertaining, fun, and lively learning experience. The other groups would identify the team’s portrayal, and there would be some dialogue about their choice and art form. This specific exercise generated meaningful discussions about the new culture, accountability, and leadership. Further, the creative portrayals are certain to improve understanding, retention, and transfer of learning.
WHAT ABOUT INNOVATION?
“Establishing a new standard for performance and innovation,” so where’s the innovation? In addition to the Emmis core competency, innovation and agility, additional programs, systems, and events were developed to facilitate organizational emphasis on this important cultural value.
The Great Ideas Contest had been in place for several years to help generate creative and innovative business solutions. However, it traditionally did not require actual results or implementation.
In many cases the ideas were recognized with stock, but nothing was implemented and nothing was returned to the organization. In some regards the program slowed innovation, because ideas were held for the contest and not shared. The program was changed to encourage group involvement and results. Starting in 2002, in order for ideas to be recognized at the highest levels, efforts must be in the works to implement them or actual results must exist.
In addition, teams were recognized for shared development of ideas and implementation. This further drove the message and focus around results and accountability.
A symbolic “think tank” was created at corporate from an old soundproof production studio. The new meeting room was filled with beanbag chairs, toys, costume accessories, games, lava lamps and other bright and creative props.
The room was designed for groups to use for brainstorming, team-building, or just to have fun in. It provides a place where employees and teams can step out of the corporate environment and think out of the box.
Additional steps are being taken to use technology to drive information sharing, best practices, and a knowledge network through the intranet, employee portals, or other systems. Technology will provide the organization an advantage in quality and speed of decision making. Ties to the Balanced Scorecard could provide executives and the organization real-time data through an enterprise guidance system.
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