The Story up to 1994

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The Story up to 1994

• Balmain Tigers 1908
• Registered Club begins in 1956
• Football is King
• Passion rules
• The ARL warns of change deadline 1998
• What were the key changes?
• 1980 -1990
• Demographic shifts

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1995 - A New Direction

• New Board
• New Management Structure
• A Promise of Change
• April 2005 Super League war Begins
• Focus on Bottom Line and Football
• Prime business focus Gaming
• High Staff turnover
• 80 staff turnover by end of 1995
• Loss of intellectual property

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Forcing Round Pegs inSquare Holes

• 1995 1996
• Traditional people management
• Focus on skills not styles
• Task focus not outcome focus
• Good people put in the wrong roles
• Stress
• Loss of staff
• Constant repeating of key messages
• Lack of trust in senior management
• management does not listen
• High Cost of Training

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Who moved my Cheese?

• Competitors
• 135 within 3.5 KMs
• New Casino Gaming in Hotels
• 45 of the 3.5 KMs radius is water
• Community Standards
• Liquor Gaming
• Sport
• Professional Vs Amateur

The adventures of Two mice Sniff Scurry and
two Littlepeople Hem Haw and how they
handled change
Dr. Spencer Johnson
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What happened to the message?
Improved Performance
FLEXIBILITY
Return on Capital Employed
Reduce Tax
Revenue
Divestments
Net Cash Flow
SENSE OF URGENCY
Operating Costs
Personnel Reductions
Net Income
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Culture - The Journey Starts

• How could we tell the story?
• Wayne Forest and Human Synergistics
• Balmain Leagues Club GM
• Follows up on his initial experience on LSI
• The Hunter Experience 1999
• Group Introduction to LSI
• Not all are convinced (including me)
• Focus on Duty Management Team
• The Circumplex end of year reviews

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The First Real Steps - 2000
Preferred Culture 2000
Actual Culture 2000
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Team Bonding Avoid Drowning

• White Water Rafting - 2001
• Penrith
• Introduction of Roma Gaster to the team
• Good people but not all will make it
• Our first experience of I see where you are
  going, I am just not sure if I want to go
  there?
• The CEO finally gets it and he doesnt die on the
  race track
• Maverick The Success Story Behind the World's
  Most Unusual Workplace by Ricardo Semler

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Go Carting Let the Red Come Out

• The Competitive Style
• Let it run free
• Team bonding or Team Bruising
• So is winning really that bad?
• The Pub and the Debrief

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The Cheese Moves Again

• Some outside influences
• New Casino at Darling Harbour
• New Tax Rates
• New Gaming Rules
• GST
• Hotels now a major competitor
• Revenue plummets
• New Football Structure Wests Tigers

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Why the Leaders need to Lead

• Leura (LilIianfels) Jumping Off the Edge -2002
• We start to tell the story of where the journey
  needs to go
• We encourage our teams to focus on the outcomes
• Senior Management guides teams to Key points
• Teams take on the tasks and outcomes it was the
  what and the how
• Stop, Start Continue

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Mentoring

• Senior managers focus on support with delegation
• Key Managers mentor team leaders
• CEO and GM are asked to own task
• CEO is focused as team link
• The Story must come from the top
• What about mentoring for the executive management?

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Living Culture not talking Culture

• Allowing people to change their working lives
• Avoiding but
• Allowing people to design their roles
• Allow others than executive management to be
  involved in job structuring
• Letting go of the power
• The Life Balance

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The Commitment by the Leadersto the Leaders

• Wiseman's Ferry - 2002
• The 4 members of the executive team
• Honest and confronting
• Relationships change
• A very brave time
• Being called - Why and how
• Support Down, Up and Sideways!
• The team never looks back
• Romas role shifts to mentor

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Outcomes Changes 2003/2004/2005

• 2002 Superdome Homebush
• 2003 Board Ratifies Management Strategic Plan
• 2003 New Gaming Tax from State Government
• 98 Increase
• 2003 Reverse reviews
• 2004 Strategy Review -Rozelle Property
  Redevelopment -The first time we plan for the
  future not just survival
• 2004 Wayne takes a new direction Danny
  becomes accredited
• 2005 Wests Tigers win the Premiership

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Transition of Influence

• Board and Management focus on their roles
• CEO focuses on the story
• CFO focuses on the business
• IT takes over Marketing and Sales
• Operations takes on HR, becomes accredited in HS
• More people involved in actually running the
  business outcomes priorities

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The Journey Continues - Focus Leadership OCI/OEI
Administration/IT/Marketing/Sales and Membership
Teams March 2005
Actual Culture N 15
Preferred Culture N 15
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The Journey Continues - Leadership Impact
Administration/IT/Marketing/Sales and Membership
Teams March 2005
Actual Culture N 3
Preferred Culture N 3
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The Journey Continues - Inter Department
Outcomes OCI/OEI
Operations Team and Select Administration
Actual Culture May 2005N 16
Preferred Culture May 2005 N 16
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Gap Barchart of the Causal Factors
All Data, N 16
Gaps for negative items are reversed so that
positive gaps are desirable and negative gaps
are undesirable.
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Gap Barchart of Outcomes
All Data, N 16
Gaps for negative items are reversed so that
positive gaps are desirable and negative gaps
are undesirable.
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The Journey Continues - Inter Department
Outcomes - LI
Leadership Impacts
Actual Impact May 2005N 6
Preferred Impact May 2005 N 6
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The Journey Continues - Food Operations Outcomes
Customer Service OCI/OEI
Actual Culture N 25 March 2006
Preferred Culture N 25 March 2006
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Balmain Leagues Club
Causal Factors Gap Barchart
All Data
N 26
Gaps for negative items are reversed so that
positive gaps are desirable and negative gaps are
undesirable.
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Balmain Leagues Club
Outcomes Gap Barchart
All Data
N 26
Gaps for negative items are reversed so that
positive gaps are desirable and negative gaps are
undesirable.
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Can Management doit on their own?

• The Influence of the Tigers Board
• Chairmen and their Boards
• Neil Whittaker
• John Chalk
• David Trodden
• Support Trust
• Directors as Mentors
• Their influence on management

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Culture and Values

• Tigers recognise their shareholders
• Members, community, staff, suppliers
• History of the Club
• Tigers are a part of their community
• Allowing people to achieve their own uniqueness
• The Constructive styles are to dominate
• Tigers want to be part of their community for
  another 100 years

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The Journey with BLC KARIBU2001 to 2006

• Late 1999 1st Measure - OCI LSIs
• 2000 Hunter Valley facilitated by Shannon HS
• 2000 Wayne gets accredited with LSI OCI meets
  Roma (Wayne asks Roma to facilitate at CMAA
  Jupiters Conference in May 2000 re Coaching
  Mentoring and soon after asks Roma to work with
  BLC)
• 2001 March Execs DMs White Water Rafting _at_
  Penrith H/E Style2001 November DMs Annual
  Appraisals _at_ CMAA Achievement Style using
  Debrief Formula Stop-Start-Continue
• 2001 November Kitchen Café/Catering _at_ BLC re
  Team Alignment Achievement Style
• 2001 Dec 2002 Jan 2nd OCI Measure and OEI for
  1st Time
• 2002 January DMs Admin _at_ CMAA re Coaching
  Mentoring H/E Style
• 2002 February Execs, DMs, Admin, Marketing Off
  The Edge _at_ Lilianfels OCI/OEI Results HSs
  COACH Model plus Personal Action Planning H/E
  and Achievement StyleCMAA Jupiters Conference re
  Appraisals Coaching)
• 2002 August Execs Raising The Bar _at_ Wisemans
  Ferry DISC, And instead of But, How To Call
  It, Support Who We Are As Leaders /
  Constructive Leadership
• 2002 October DMs Raising The Bar _at_ Wisemans -
  DISC, And instead of But, How To Call It,
  Support Who We Are As Leaders / Constructive
  Leadership(2002 October CMAA Board Strategic
  Planning Session _at_ Jupiters)
• 2002 November Executive Team Achievements
  Time Line Plan for Superdome Balmain Site in
  Legends Room _at_ BLC
• 2002 December Execs, 2 Board Directors,
  Managers _at_ Homebush BLC Vision Strategy
  Scenario Planning

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The Journey with BLC KARIBU 2001 to 2006

• 2003 March Board Verifies Management Strategic
  Plan _at_ Quay Grand
• 2003 May Execs, DMs, Admin ½ Yearly Review,
  Functional Plans 4MAT _at_ Point Piper Team
  Achievement S/A Styles
• 2003 May Kitchen Café DISC, How To Call It
  Give Support _at_ BLC H/E Achievement Styles
• 2003 August Board Strategy Review Agrees
  Committee Members _at_ BLC(2003 August CMAA
  Annual Conference re Leadership DISC)
• 2003 December DMs Legacy Time Lines _at_ Dawn
  Fraser Pool S/A Style Emotional intelligence
• 2003 December CEO Execs Reverse Appraisals
  _at_ BLC (done by Danny)
• 2004 March Board Strategy Review Forward
  Planning _at_ Novotel, Homebush
• 2004 August Execs DMs New Team Dynamics
  (after Wayne) _at_ Coogee using HSs PEI Personal
  Effectiveness Inventory for basis of discussing
  Team Strengths Weaknesses
• 2004 October Marketing Functions Team
  Alignment Conflict Resolution _at_ Novotel,
  Darling Harbour
• 2004 December DMs Personal Mind Map Individual
  Presentations _at_ Coogee Affiliative Style
• 2004/2005 Danny becomes accredited in HS Tools
• 2005 March Danny leads Admin Culture Remeasure
  Action Plans OCI OEI _at_ Coogee Affiliative
  Style
• 2005 May Danny leads Operations Culture
  Remeasure Action Plans OCI OEI _at_ Novotel,
  Darling Harbour Affiliative Style
• (2005 July CMAA Board _at_ Jupiters Sept CMDA _at_
  Auburn - Board Strategic Planning Review
  Sessions)
• 2006 March Danny leads Kitchen Café Culture
  Remeasure Action Plans OCI OEI _at_ BLC
• Danny leaves after 10 years as CEO
• (2006 June CMAA Board CMDA Board Strategy
  Reviews)
• 2006 August Danny presents BLC Case Study at HS
  Annual Conference _at_ Darling Harbour Convention
  Centre

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My Journey - LI
February 2000
March 2005
Impact on Others N8
Impact on Others N12
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The Chairmans View
Danny Munk Description by Higher Level Managers
2005
Impact on Others N 1
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The Executive Team View
Danny Munk Description by Direct Reports
2005
Impact on Others N 7
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Key Members Team View
Danny Munk Description by Peers
2005
Impact on Others N 4
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People of Courage

• Beware of Yes Minister syndrome
• Be prepared to be constructively challenged
• Calling the Line
• Above and below the line behaviour
• Call if you need to go below the line
• The Big Black Bear is on the Move

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Constructive Behaviour IR

• Behaviour Outcomes Vs Tasks
• Union representative relationships
• Reduction in IR conflict
• Harassment Discrimination
• The Old dog meets the New pups
• Maternity and Sick Leave
• The Circle of Life

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The Thin Edge of the Wedge

• Expectations are raised
• The next level requires so much more effort
• Remember how far you have progressed
• The bar must keep moving

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Who Owns the Result?

• NO ONE
• EVERY ONE

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Thoughts for NewMembers of the Journey

• Be patient Show your feelings
• It is not a quick fix
• It is owned from the head down
• As a leader be prepared to get out of the way
• Listen Constructively
• Celebrate the wins
• Share the story

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The Next Adventure

• The Journey for Tigers is not over
• The Panthers Journey enters a new phase