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Workers fight for culture, wages and win: Demoulas, reinstated as CEO, Market Basket

Workers fight for culture, wages and win: Demoulas, reinstated as CEO, Market Basket | Change Management Resources | Scoop.it

Boston Herald: TEWKSBURY, MA — Arthur T. Demoulas was reinstated as CEO late last night after a two-month standoff over his firing that saw rank-and-file workers walk off their jobs and customers jump to competitors in protest — thanked his workers this morning, hours after his historic purchase of the company.

   

______________

  

“You taught everybody that Market Basket is a place where respect, honor and dignity is a way of life.” ~ Arthur T. Demoulas, reinstated CEO, Market Basket

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"You are simply the best,” Demoulas said …There is very little I can ever add to your brilliant work…and the power of your enduring human spirit over the past six weeks.”

    

Early this morning, a massive fleet of delivery trucks lined up ready to roll and hundreds of ecstatic employees reported to work for the first time in weeks....heralding the return of a boss they said had provided generous pay and benefits and a culture of respect for workers.


“You taught everybody that Market Basket is a place where respect, honor and dignity is a way of life,” Demoulas told his workers. “You displayed your unwavering dedication and desire to protect the culture of your company...You have demonstrated that everyone has a purpose....that no one person holds a position of privilege.”

   

The chain employs 25,000 workers in Massachusetts, Maine and New Hampshire.  [It was worth] $4 billion before Arthur T.’s June 18 firing touched off a customer boycott and employee walkouts.  [It] racked up millions in losses and shelves were left empty due to a halted supply chain.

   

Demoulas said he hopes to take less than two weeks getting shelves restocked and stores back to some semblance of normalcy.


Click the title or photo to see the full story.

    

Related posts by Deb:

    

Revelation, Leadership Integrity at All Levels

    

Company Priorities Reveal People Values and Forecast Long Term Profitability

      

6 Steps Beyond Industrial Age Performance Appraisals

    

Think like an Entrepreneur: Be Anti-Fragile No Matter Where You Work

   

  • Stay in touch with the monthly Best of the Best news, taken from Deb's  multi-gold award winning curation streams.  Preview it here, via REVELN Tools.

        

  • Are you local to SE Michigan?  Find out more about horse-guided leadership development sessions (no fee demos) for individuals by contacting Deb, after reviewing her coaching page here.  
Deb Nystrom, REVELN's insight:

I haven't heard of a worker celebration like this since Henry Ford doubled wages and in effect, created middle class prosperity. Maybe more companies will take notice of employee ownership successes like these, also like Costco and Zingerman's in Ann Arbor.

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Deb Nystrom, REVELN's curator insight, August 28, 2014 12:54 PM

I haven't heard of a worker celebration like this since Henry Ford doubled wages and in effect, created middle class prosperity. Maybe more companies will take notice of employee ownership successes like these, also like Costco and Zingerman's in Ann Arbor.

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Leading change can happen with passionate people - Kotter applied

Leading change can happen with passionate people - Kotter applied | Change Management Resources | Scoop.it

Kotter's 8 step process is applied in this case study example, happening now with NetApp.

  

NetApp’s staffer and post writer, Mercedes Adams, a 3rd year Guiding Coalition program manager describes her two year experience as a part of an advisory group, in this case named the guiding coalition team, to help accelerate change leadership. I heard Rob Salmon and John Kotter speak at the ACMP 2012 Global Change conference (described in other posts on this stream) regarding their transformation project in process.

  

Note:  Sometimes this approach creates a parallel organization, which can cause problems, and sometimes it's exactly what an organization needs.  Another approach is a collateral organization (temporary, ever changing ad hoc change groups.)  We'll see how the chips fall as Dr. Kotter's advisory team approach helps NetApp over the next few years.  ~  Deb

  

Excerpts:

  

in 2009, Rob Salmon and the Field Operations leadership team decided to pair NetApp’s winning culture with an innovative framework for successful transformation that leverages the urgency and passion of employees across the business.

   

_______________________________

  

Every member selected has a sense of urgency and ‘wants to’ drive change at NetApp.

_______________________________

   

In 2009, Rob Salmon and the Field Operations leadership team decided to pair NetApp’s winning culture with an innovative framework for successful transformation via  Harvard’s Dr. John Kotter and Kotter International.

   

The Guiding Coalition (GC) brings people together from across the company who operate as a team outside the organizational hierarchy. Employees:

   

  • take a break from their normal day jobs
  • creatively solve problems and drive change
  • Include a balance of individual contributors and managers, directors and vice presidents
  • agree to leave their titles behind when participating on the Guiding Coalition
  • knows that they will need to do this work in addition to their day jobs
  • collectively identify and guide key business initiatives to accelerate NetApp’s growth
  • evangelizes their change vision and drive a sense of urgency into the organization
  • serves for a period of one year
   

The first year over 350 passionate and urgent change leaders applied.

Every member selected has a sense of urgency and ‘wants to’ drive change at NetApp.

   

In addition to the members of the Guiding Coalition, hundreds of volunteers, subject matter experts, and change leaders across Field Operations collaborate with the members to drive changes into the culture.

  

NetApp is a rapidly growing company which has thrived through major changes over its 20 year history.

  

The Executive Vice Chairman, Tom Mendoza has a video blog, Tom Talks.

  

Writer Mercedes Adams is the Guiding Coalition Strategic Program Manager at NetApp. She’s been on the Field Operations team for over seven years and advocating change leadership for the last three. Mercedes shares her ideas on a number of topics via Twitter and LinkedIn.

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“Double Down” Women, Leaders & Careers, Kudos and Ire » You Can't Have it All?

“Double Down” Women, Leaders & Careers, Kudos and Ire » You Can't Have it All? | Change Management Resources | Scoop.it

"The executive work/life dilemma for women and men includes Steve Jobs' contributions while seriously ill - a provocative thought piece by the Glass Hammer."


Change leaders are culture leaders. The American leader work ethic for women and men is featured here, in controversy about growing leaders, both women and men. It's a long term, evolving change & leadership issue with shifting impact for both genders. ~ Deb


Excerpts:  


There’s increasing polarization on the subject of how to handle work-life’s ever-escalating challenges for women.

   

___________________________

   

“Work-life balance is not some nice idea that isn’t achievable or important. It is important to all of us for sustainable mental and physical health & well-being. The key word is sustainable.”

___________________________


The friction is visible in the varied media responses to news that incoming Yahoo CEO Marissa Mayer will be the first female CEO to take the top spot while pregnant, and to Anne-Marie Slaughter’s controversial cover story for The Atlantic, Why Women Still Can’t Have It All.


Part of the dilemma revolves around a concept coined by Sheryl Sandberg, Facebook’s COO: “leaning in” versus “leaning back.”

Sandberg describes how failing to “lean in” inadvertently leads many women to leave the workforce:

  • “Women almost never make one decision to leave the workforce,” said Sandberg. ...Maybe it’s the last year of med school when they say, I’ll take a slightly less interesting specialty because I’m going to want more balance one day. Maybe it’s the fifth year in a law firm when they say, I’m not even sure I should go for partner, because I know I’m going to want kids eventually. ...And from that moment, they start quietly leaning back. The problem is, often they don’t even realize it.”
   
  • “During the last years of his life, [Steve Jobs] created the iPhone, the iPad, he was moving into television.  ...He was very sick...in the last years of life when he didn’t have time.”

  

“Work-life balance is not some nice idea that isn’t achievable or important. It is important to all of us for sustainable mental and physical health and well-being. The key word is sustainable, ” says Teri Johnson.  


She suggests the analogy a long distance runner versus a relay racer.


  • “Any of us can push hard in a relay, but the distance runner knows to pace herself, to make rest days as important as training days and to take excellent care of herself to avoid injury. She saves the real push for the race, when it is important.”

   

Read the full post here.


Photo credit:  JD Hancock

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9 qualities to Build an Agile Leader's Toolkit - Adapt to Sustain

9 qualities to Build an Agile Leader's Toolkit - Adapt to Sustain | Change Management Resources | Scoop.it

"Nine (9) agile leader qualities are listed and explained as a leader / culture toolkit for sustainable leadership practices as well as a checklist."


Along with Drucker's "there's no such thing as leadership" article that is getting some attention, this list is also useful for followers, staffers and for examining culture and values.  In my own experience with leader competencies, flexibility and adaptability is key to being ABLE to change, the core of sustainability. ~ Deb


Excerpts:


Elaine Rumboll suggests:


  1. Adaptability
  2. Back Up
  3. Curiosity
  4. Diversity
  5. Ease of Access
  6. Foresight
  7. Grace in Failure
  8. Hubs
  9. Inclusiveness


The first in the list, Adaptability (Flexibility) is defined to:


  • be ready to change our plans when they are not working the way we expected
  • create alternatives to be ready to change course mid direction
  • build a healthy robustness around how we are going to react
  • [let go of] things remaining stable


Read the full article here.


Read further on in this newletter about dealing with a VUCA world, once that is Volatile, Uncertain, Complex and Ambiguous

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Motivated, Engaged Change: Thinking AND Acting Systemically

Motivated, Engaged Change:  Thinking AND Acting Systemically | Change Management Resources | Scoop.it

Acting systemically requires systems thinking in tandem. When people discover their own responsibility for perpetuating a problem, they are more motivated to change and take action outside of their own silos.

   

The Pegasus blog is a great resource for complex but not necessarily complicated change.  Here's a few excerpts on systems thinking and acting that features some gold nuggets of thinking in community, systemically.  ~ Deb

   

 _______________________________

   

“What might we have to give up as an individual organization in order to serve the system as a whole?”

 _______________________________

      

Excerpted:

   

Leaders committed to social change increasingly recognize the importance of “getting the whole system in the room.”   This means:  


  1. identifying the diverse stakeholders who impact and are affected by a problem
  2. creating forums where they can meet and share their respective points of view.

   

There are many approaches to bringing such people together, including Future Search, the World Café, and Open Space.


We call these approaches acting systemically because they facilitate communication among a wide range of stakeholders who might not have previously spoken or listened to each other.

  

...stakeholders also have individual commitments that often run counter to their espoused collective commitment.

  

...thinking systemically, people ...begin to see how they unwittingly undermine their own best intentions through their short-term actions.

  

They are moved to consider the question, “What might we have to give up as an individual organization in order to serve the system as a whole?”

  

Three options are listed in the blog post including this provocative example:

  

They might streamline or even close their own organization and shift its services to other organizations in the system who are better positioned to deliver them.    


See the full post here.

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