Human Sigma Made In France, The Communication Zone™& Holacracy™
1. Curriculum Vitae – March 2010
Simon PENNY tells the “Human Sigma Made in France Story”:
France™
Twelve months ago I was “suddenly & unexpectedly” made redundant by Hertz Europe when the Corporate Customer Experience Program for
Experience
which I was the Director of Mobilization, Communication and Learning was indefinitely postponed due to the economic crisis.
Extremely motivated by the Customer Experience concept that the Hertz Corporation was pursuing and inspired by the Program Champion's vision
and theatre approach, I decided that I would continue working independently on my vision of building an integrated customer & employee
experience by using storytelling as a tool to deliver strategic initiatives in real time.
I set myself the double objective of building a concept that firstly I would be proud to present to the Hertz Customer Experience Champion and that
proud
secondly also satisfied all the “HR Branding” requirements essential to Hertz's quest to become a “First in Class Employer of Choice” in the rental
car industry.
2. My concept is called Human Sigma Made in France™ and is about overlaying the same basic business processes of Lean & Six Sigma onto the
human systems of the business by providing a consistent method to integrate and monitor the effectiveness of the “employee-customer” encounter.
A new operating system - Holacracy - provides the disciplined process necessary to manage and improve this experience - engaging employees in
the process which is laid out as a story which writes itself in real-time as strategy evolves.
I set myself the objective of building an employee engagement concept that would be something that I would be proud to present to the Hertz
Customer Experience Champion and that also satisfied all the “HR Branding” requirements essential to Hertz's quest to become a “First in Class
Employer of Choice” in the world wide rental car industry.
Hertz Corporation HR Branding objective:
The Hertz Corporation is the world's largest general use car rental brand, operating from approximately 8,100 locations in 147 countries worldwide. Hertz is the
number one airport car rental brand (RAC) in the U.S. and at 69 major airports in Europe, and operates both corporate and licensee locations in cities and
airports in North America, Europe, Latin America, Australia and New Zealand. In addition, the Company has licensee locations in cities and airports in Africa,
Asia, and the Middle East.
Hertz also operates one of the world's largest equipment rental businesses, Hertz Equipment Rental Corporation (HERC), offering a diverse line of equipment,
including tools and supplies, as well as new and used equipment for sale, to customers ranging from major industrial companies to local contractors and
consumers through more than 360 branches in the United States, Canada, France and Spain.
Hertz is a 90-year old company with a rich legacy of industry leadership and service and with a mission to be the most efficient, high quality, customer focused
company in the rental markets the company serves and moves into. In support of this mission, company is undergoing a 2+year worldwide reorganisation
program (which commenced at the beginning of 2007) in order to operate more efficiently, as well as further improve customer service and employee satisfaction.
Employer of choice branding initiative The Company has a stated objective to become an "Employer of Choice" in order to both attract and retain the best
talent in the industry. The company has commenced a number of far-reaching initiatives to develop the company as a ' best in class' employer, and measures
employee views of progress through bi-annual employee pulse surveys. Furthermore, a specialist task force within the HR group is leading a Global Employee
Retention Project to address seven key areas relating to employee retention: Attracting new employees; Recruiting new employees; Integrating new employees;
Rewarding employees; Growth & Career Opportunities; Managing & Engaging employees; and Separating from employees.
3. To support this objective, the HR team would like to create one common identity — closely aligned with the overall identity of the global organisation — which
helps convey to both internal and external audiences worldwide that Hertz is indeed an exciting and rewarding company to work for.
Human Resources team branding initiative Also, as part of the overall global reorganisation of Hertz, departmental functions have been transformed to global
centre’s of excellence, whereas previously the functions operated on a country or regional basis The HR function is a key example of this initiative. Previously,
the HR teams in each of Hertz's company owned (corporate) countries have operated fairly autonomously, each with country-driven approaches to their own
markets, and with RAC and HERC teams operating separately. Now, however, as a result of the reorganisation of the HR function, all HR employees from all
countries across both RAC and HERC are part of one global HR team, which is organised into closely linked, pan geographic HR disciplines.
Now that the HR function has regrouped, it needs to create one common identity for the function itself so that its messages and visual manifestation are
consistent around the globe. Furthermore, this activity needs to form part of the larger employer of choice branding requirement.
The overall project objectives are two-fold.
Firstly, the team needs to help convey one consistent, vibrant and dynamic image of Hertz as an employer of choice to both internal and external audiences such
as job candidates and recruitment companies. To support this, the output of the project needs to help further cultivate pride of the company and foster
appreciation amongst both internal and external audiences (eg job candidates) that Hertz is an employer of choice.
Secondly, the team would like to communicate and convey HR as one function, one team and one voice, as opposed to individual practice areas each conveying
their own messaging. The HR function should be clear to the business, with one mission communicated in a fresh, lively and engaging manner. The aim is to
foster internal and external understanding of the HR function, its vision and its offerings.
In continuing my work, I have always held as objective that my final product must be able to be presented, in true theatrical style, to a client who
“plays the role” of the Hertz Corporation Customer Experience Champion or even CEO of Hertz. So in true theatrical fashion I ask you, when you
watch this presentation, to play the role of the Hertz Corporation’s Customer Experience Champion and to hither formulate any questions, queries,
concerns, satisfaction or delight that you may “experience” from this perspective.
Since leaving Hertz I have acquired two additional skill sets or qualifications as part of my plight to launch "Human Sigma Made in France™":
4. 1. Certified Communication Zone Facilitator - (USA – April 2009). www.interstrength.com
In May 2009 I was certified as a Communication Zone Facilitator – “A Common Language for Understanding Personality Differences”
The Human Sigma Made in France™" approach to understanding personality differences provides a common language for understanding our
natural personality diversity. Through this multifaceted approach, we can begin to understand how people have fundamental temperament
differences that can lead to “stands”, value agendas and fixed ways of interacting. These differences also determine how they learn, make
decisions, and develop. Our approach describes natural preferences that lead to various ways of perceiving and ways of deciding that are often
critical for an organization’s success, yet, if not understood, can be the primary source of miscommunications.
Effective application of this approach is not through a flavor-of-the-month workshop. It is not enough that people take a personality instrument and
find out their “type.” In fact, such use of instruments will probably have unintended negative consequences.
5. To be truly effective, this approach needs to be introduced in a strategic way that aligns with organizational objectives. It needs to be introduced as
a common language, available to all and readily under stood.
•Know Themselves — using the Temperament, Interaction Styles, and Cognitive Dynamics models
•Make Space for Others — by appreciating what others need in a communication and doing those things that don’t interfere
•Shift Their Communications — by communicating in the style the client most likely wants and using the words they most easily understand
6. 2 . Certified Holacracy Workshop Facilitator – (USA – January - 2010). www.holacracy.org
In January 2010 I became a certified "Holacracy" workshop facilitator. Holacracy is a new operating system for 21st Century Companies – Holacracy
provides the new meeting and decision making processes needed to successfully implement and integrate all current organizational,
transformational and developmental projects that Hertz sought to integrate into a Global Customer Experience Program managed as a theatre..
Customer
Holacracy is for me a way forward to total integration of all existing projects towards a final objective outlined in the Company’s Vision, Mission and
Value Statements.
What is Holacracy?
Holacracy is a practice for organizations that are looking to embed f
practice ooking flexibility and effectiveness in their core processes, such as meetings, decision
ity decision-
making processes and the organizational structure. The way in which Holacracy manages this is by combining an innovative syst system of meeting
practices with a number of operating principles. The result? A flexible and effective operating system with embedded adaptive capacity.
7. Who is Holacracy for?
Organizations that waste a Lot of energy and agility through ineffective meetings, unclear decision-making processes and a rigid organizational
Structure will have much to gain from Holacracy. Holacracy can make a difference in dealing with the following questions:
How do we make decisions? Who makes which decisions? How do we make changes in policy and structure?
Dynamic steering enables an organization to adapt quickly and flexibly to change in and around the organization. It does so by shifting the focus
away from predicting and controlling, toward building internal adaptive capacity, so the organization (-al structure) can deal with problems and
opportunities in a proactive manner. In this way, Holacracy enables a much more agile way of decision making; one that’s much more in alignment
with human nature. In fact, this way of steering the organization is quite similar to the way you steer a bicycle.
8. The essence of Holacracy: Dynamic Steering
Holacracy in practice: What’s in it for you?
When an organization or team has worked with Holacracy for some time:
1. It becomes more sensitive to internal and external change, so it takes less time to become aware of problems and opportunities as they arise.
And the earlier they show up on the radar, the sooner they can be dealt with.
2. It becomes more capable of rapidly integrating new insights and changes into all layers of the organization.
Holacracy facilitates the transition to a dynamically steering organization, by embedding into the structure of the organization the capacity to
effectively transform needs and tensions. Holacracy enables this by making it crystal clear who takes decisions on what, so there is explicit
agreement on how to deal with surprises as they occur. The result is that information and awareness flow naturally to those places in the
organization where decisions are most effectively taken.
9. Holacracy creates an organization able to learn, because tensions that arise from a changing environment are used as direct input into the
continuing development of the organization (-al structure). This process takes place at all layers, creating a resilient organization that embraces
change, rather than resisting and fighting it. Such an organization can be compared to an engine which actually becomes better and stronger as
sand is put in.
Holacracy:
is about exploring a new tier of organization and culture that is only recently available to us and one that allows an organization to deal with
tensions as they arise.
is a new organizational operating system that is a "Practice" not just a model or theory.
It includes a more organic organizational structure and provides concrete meeting and decision making processes.
The big difference is that Holacracy takes individual "egos" out of the workplace because its approach is from a new ground that is about the
organization’s "Evolutionary Purpose", not about the individual employee or the people.
What's more Holacracy uses "dynamic steering" to deliver the goods in “real-time”..
Holacracy provides a “new business operating system” that is designed to be used with Lean Sigma and the 4 Lenses of the Communication Zone
provide the communication skills and individual understanding- the dynamic steering process kindles employee engagement and does the rest!
23. HUMAN SIGMA MADE IN FRANCE ™– INTEGRATING THE EMPLOYEE AND
CUSTOMER ENCOUNTER WITH THE COMMUNICATION ZONE™ & HOLACRACY™
Most organizations have problems.
Most of these problems can be traced back to communication and interpersonal
relationship differences.
24. Human Sigma Made in France optimizes organizations for being in
France™
“The Communication Zone™
The
Using the tools of The Communication Zone ™, the Human Sigma Made in France
Zone™ France™
approach help “ALL EMPLOYEES become more effective in their professional roles,
helps EMPLOYEES”
as well as in their personal lives.
Individuals learn about their strengths, weaknesses and blind spots and as a result
learn
have an increased sense of self mastery, self worth and self confidence. They
self-mastery, self-worth self-confidence.
communicate better and their teamwork will improve.
They develop new skills that they can use with collea gues, teammates, those they
colleagues,
lead and manage, and those who lead and manage them, customers, suppliers,
allies, as well as their family members and friends.
Teams also learn their strengths, weaknesses and blind spots. They increase their
ability to move to high performance quickly, to avoid their blind spots and
to
compensate for their weaknesses.
The Communication Zone™ is a zone where we are in sync with others, are
mutually understood, communication is easy and effective, miscommunication is
minimized, and conflicts are handled proactively.
All behavior communicates something and as a result every aspect of our behavior
contributes to our communication. Individual differences influence our
communications and there are three aspects to getting into The Communication
Communication
Zone™:
Zone™
The Key to The Communication Zone™ — Understanding Yourself and Others
The Door into The Communication Zone™ — Making space for others,
responding to them in ways that allow them to use their strengths and natural
preferences
Entering The Communication Zone™ — Shifting your communication to meet
others at their view of the world
Dr. Linda V. Berens introduces us to the next evolution of Temperament —the four
—the
new terms: Improviser™, Stabilizer™, Theorist™ and Catalyst™.
Theorist™
Dr. Berens has developed a resource used by thousands to better understand
themselves and others. Engaging graphics and easy to-read text lead readers on a
easy-to read
journey of self discovery.
self-discovery.
25. Also used widely by trainers, career professionals, coaches, managers and others to
lead individuals, groups and teams through the dynamics of Temperament.
Linda Berens is renowned for taking Temperament Theory, which has been used for
over 25 centuries and describes the core values, motivations and needs of
individuals, and translating it into practical business applications.
Many corporate organizational development leaders recognize that understanding
Temperament can enhance nearly every aspect of corporate performance, from
leadership development to employee motivation and retention to creativity and
innovation to navigating change.
The challenge has been that the old names—Rational, Guardian, Artisan and
Idealist—contribute to some bias in organizations.
“We found people resonate with words they identify with,” says Berens. “Who
wouldn’t want to be called ‘Rational’ when the opposite is ‘irrational’ and being an
‘Idealist’ may not be highly valued in the ‘real’ world of balance sheets and
shareholder value.”
26. Over the years, people have called the four temperaments by many names.
Dr. Berens and her team selected the new names based on three core ideas —the the
names had to be active, describe a contribution to organizations and get to the
talent as well as the core values of each temperament pattern.
core
The next evolution of Temperament —the four new terms: Improviser™, Stabilizer™,
he Temperament—the
Theorist™ and Catalyst™.
27. The Self Discovery Process: OPTIMIZE INDIVIDUAL PERFORMANCE
Organizations can be viewed as a form of network in which webs of people interact.
In such a network, the health of the organization—its ability to grow, adapt, and
excel—can literally be reliant on a single “node” in the network, the individual.
This notion helps explain why large organizations often find it harder than small
ones to adapt.
As the size and complexity of the network grows, the ability for organizational
alignment, effective communication and collaborative interpersonal relationships
diminishes.
Communication Zone performance-boosting workshops can help your organization
address several fundamental challenges by focusing on the challenge of improving
and optimizing individual performance in the following critical areas:
Effectively communicating for meaning
Interacting and collaborating with others
Responsibly resolving conflicts
Instilling and nurturing creativity
Providing effective feedback
28. Esteban plays the role of the “Wise man (CEO) in the “Hertz Story
man” Hertz Story”.
The Key to The Communication Zone™ - Understanding Yourself and Others
o Looking through the Window (“Johari Window and seeing a “wiseman
Johari Window”) wiseman”
(yourself).
29. The Door into The Communication Zone™ — Making space for others,
responding to them in ways that allow them to use their strengths and natural
preferences
o Seeing the four animals(Temperaments) or “Schools of Thought”,
teamed together in a forest full of 16 “matrix” trees (“MBTI” type patterns
or one of the 5 satellites of the self-discovery process).
o Understanding how the four animals pool their natural gifts and talents to
use “Global Organizational Learning and Development” or the GOLD
that they find under the rainbow in the story, to build the CLOUD or story
that integrates both customer service (a Customer Persona is linked in
to each of the four Temperament) and employee development.
30. o Consequently, all customer service initiatives, sales training &
management training are double linked into Training and Individual
development and the employee/customer encounter. This allows the
“real-time” translation of strategy into action engaging both employees
throughout the enterprise in the process with their respective customers.
Entering The Communication Zone™ — Shifting your communication to meet
others at their view of the world
o Here the story is built using the new meeting and decision making tools
offered by the new operating system that is “Holacracy
o The Balanced Score Card is the tool that the wise man (also CEO – who
must be the first in the story to look through the window where he will see himself
first as a “Wiseman” (him/herself) before seeing the wise man that is the CEO) uses
to guide others to build his vision through storytelling.
31. o This entire process takes place in real time, builds a new culture, a
“holacracy” and gives everyone roles and accountabilities in the story.
The story then links into C stomer Experience initiatives and Employer of Choice
Customer
criteria through the building of the “Cloud” which refers to cloud computing or
pooling all resources as in the Hertz “Centre of Excellence Concept” and all training and
ooling resources “Centre Concept ”
development structures in the field.
32. Catalyst™ Stabilizer™
(a.k.a. Guardian/SJ/Gold)
(a.k.a. Idealist/NF/Blue)
Stabilizing prevents groups and
To catalyze is to engage with others in a institutions from falling apart. It is
way that promotes their identity without fundamental to creating an environment
losing one’s own identity. Catalyzing is where one can be secure in a sense of
natural to those who need to have a belonging. It provides the means to
meaning and purpose to their lives. It is economic security and behaving in a
the means to self-actualization. responsible way.
Theorist™ Improviser™
(a.k.a. Rational/NT/Green)
(a.k.a. Artisan/SP/Orange)
Understanding and developing theories
provides the basis for mastery and To improvise is to vary your actions to get
competence. It is fundamental to success a result using whatever is at hand. In an
in business as well as in school. ever changing environment, improvising
Businesses are built on scientific is greatly needed. It is the ultimate
discoveries and innovations. Theory is expression of the freedom to respond to
the means to understanding an objective the needs of the moment. It is also the
truth on which to build a path to means to create pleasant aesthetic
achievement. experiences.
33.
34. The Self Discovery Process: OPTIMIZE INDIVIDUAL PERFORMANCE
TIMIZE PERFORMANCE
35. Esteban plays the role of the “Wise man” (CEO) in the “Hertz Story”.
36. Dr. Linda Berens and Temperament Theory:
Dr. Linda V. Berens introduces us to the next evolution of Temperament—the four new terms: Improviser™, Stabilizer™, Theorist™ and Catalyst™.
Dr. Berens has developed a resource used by thousands to better understand themselves and others.
Engaging graphics and easy-to-read text lead readers on a journey of self-discovery.
Also used widely by trainers, career professionals, coaches, managers and others to lead individuals, groups and teams through the dynamics of Temperament.
Linda Berens is renowned for taking Temperament Theory, which has been used for over 2 centuries and describes the core values, motivations and needs of
individuals, and translating it into practical business applications.
Many corporate organizational development leaders recognize that understanding Temperament can enhance nearly every aspect of corporate performance,
from leadership development to employee motivation and retention to creativity and innovation to navigating change.
The challenge has been that the old names—Rational, Guardian, Artisan and Idealist—contribute to some bias in organizations.
“We found people resonate with words they identify with,” says Berens. “Who wouldn’t want to be called ‘Rational’ when the opposite is ‘irrational’ and being an
‘Idealist’ may not be highly valued in the ‘real’ world of balance sheets and shareholder value.”
37.
38. Over the years, people have called the four temperaments by many names. Dr. Berens and her team selected the new names based on three core
ideas—the names had to be active, describe a contribution to organizations and get to the talent as well as the core values of each temperament
pattern.
Interaction Style Theory – How we influence and interact with others.
It should be no surprise that “healthy” organizations outperform their categories on a number of performance metrics, not the least of which is
financial. There are a number of attributes that describe healthy companies. Human Sigma Made in France™ believes that three of the most critical
elements include the ability to execute consistently; the capacity for organizational resilience; and the ability to renew an organization’s purpose and
behaviors.
The Human Sigma Made In France™ approach is designed with this thinking in mind. The ability to understand and fully leverage the talents and
strengths of everyone in the organization and increase the level of collaboration to meet business objectives increases substantially when
individuals and teams recognize:
1. Navigating human interpersonal dynamics of whatever sort requires the ability to recognize what each party both “needs” and wants out of
the interaction.
2. Creating cultural change starts with an understanding of the behaviors that currently influence the culture—and what works and what needs
to change.
3. Collaboration is a mind-set, not an event. Teams work together best when they learn to.
4. The future is often not what we think—or hope—it will be.
5. The way we work is changing. What opportunities and perils are presented changing work habits and styles?
39.
40.
41.
42.
43. Organizations succeed and prosper based on the capacity of their leadership and that of the teams that support these leaders. Even the best
strategies can fail if companies do not have a cadre of leaders with the right capabilities at the right levels within an organization.
Many organizations fail to recognize the leadership capacity that changing business or regulatory environments will require, let alone treat
leadership as the starting point of strategy. This oversight condemns many such endeavors to disappointment.
What is meant by "leadership"? While good managers often can deliver predictable results or the occasional incremental improvement, leaders
generate breakthroughs in performance. They create unexpected value that significantly drives them and their organizations to higher levels.
Human Sigma Made in Frances’s personalized method can help leaders with their own development as well as implementation of desired
organizational initiatives.
In addition to attention to the levels of expertise needed, Human Sigma Made in France™ also takes into consideration other aspects of the
organizational system as well as external forces. These will determine the appropriate application areas. For example e, if the systemic structures
such as standard procedures and practices, reward systems, and staff meetings are counter to the underlying philosophy and framework, the time
and money invested may not be as well spent. Human Sigma Made in France™ then guides leadership towards conducting staff meetings using a
philosophy and language consistent with the goals of the implementation plan for which Holacracy provides the new operating system for business
meetings and decision making.
44. Human Sigma Made In France™ recognizes that people are unique, complex, and adaptive self-organizing systems. My focus is to provide
organizations with a cost-effective approach to using personality differences information as a foundation and common thread for their corporate
initiatives and trainings.
Unlike many uses of personality typologies that use a "test and tell" approach and then label and stereotype, Human Sigma Made In France™
methodology provides a way of viewing the individual as evolving and growing, thus increasing their adaptability.
Organizations can be viewed as a form of network in which webs of people interact. In such a network, the health of the organization—its ability to
grow, adapt, and excel—can literally be reliant on a single “node” in the network, the individual.
This notion helps explain why large organizations often find it harder than small ones to adapt. As the size and complexity of the network grows, the
ability for organizational alignment, effective communication and collaborative interpersonal relationships diminishes.
As a “Communication Zone™” Certified Facilitator, Human Sigma Made in France™ addresses several fundamental challenges by focusing on the
challenge of improving and optimizing individual performance in the following critical areas:
Levels of Expertise for Sustainability A sustainable organization-wide implementation of this approach as a common language requires having
several levels of in-house expertise. We have found the levels outlined below are critical to sustaining effective use of the language. Ongoing
external expertise is also required to ensure accurate design, effective coaching and consistent results. “Human Sigma Made In France” is uniquely
positioned to provide this training and expertise to achieve desired results in a cost-effective way.
Individual Level As the language of typology is introduced into the organization, individuals throughout the organization become more self-aware
and develop knowledge of self and others as well as the skills to use this information to communicate more effectively.
Champion Level As enthusiasm builds, some people are drawn to the framework and keep it actively alive. They become the ones who call the
language to mind when conflict arises. As middle managers typically fill this role they will ensure sustainability and lessen the potential for
resistance by those who often feel squeezed between demands of those above them and the people they are managing.
45. Facilitator/Trainer Level To implement this knowledge on a broad scale, it is more cost effective and more sustainable if some of these
enthusiasts become facilitators who may be MBTI® certified or licensed to use other Type Theory compatible tools. The more facilitators, the faster
the implementation process.
Organization Development/Intervention Level This role can be played by Human Sigma Made in France™ as well as internally by a key
training and development professional. Given the nature of systems, changing them from within usually requires some outside intervention since it
is hard to “see” the system of which one is a part.
Subject Matter Expert Level This is the role of Human Sigma Made in France™ - I train your facilitators, consult on design, and coach your
internal expert as well as your executives and the facilitators.