Employee Owned Change - EOC
Dr. Chérie Carter-Scott is a management consultant, International Keynote speaker, executive coach and #1 bestselling author for more than 40 years. She earned her Ph.D. in Human and Organizational Development from Fielding Graduate University. Dr. Chérie wrote her dissertation on the relationship between employee satisfaction and customer satisfaction, which provided groundbreaking research to the service industry.
Dr. Chérie’s clients range from entrepreneurs to Fortune 500 companies. Her trademarked process known as Employee Owned Change™ (EOC) helps companies design and manage change at all levels of the organization, with all employees buying into the change process with the help of a Certified Master Coach.
Her clients include: American Express, Better Homes and Gardens Magazine, Burger King, FMC, AMI, Blue Cross, KPMG, DHL, VitalLife, Kensium, Silicon Graphics, and Stock Exchange of Thailand, to name a few.
What is Employee Owned Change™?
Purpose: The purpose of Employee Owned Change™ is to build a cohesive team so that co-workers work together in a spirit of cooperation, collaboration, co-creation, and ownership.
A healthy organization is one that has a strong sense of its own identity, mission, purpose, and can readily adapt constructively to change. This type of organization exhibits independence, optimism, interdependence, and a high degree of ethics, responsibility, and results.
The Employee Owned Change™ development actions are rooted in behavioral science principles. These reflect humanistic and participative approaches to management and leadership. Program development reflects two aspects of Organizational Development.
A way of managing change
An effective way of focusing human energy toward specific desired outcomes
Success with any team development rests on the fundamental belief that in an organizational setting the individual members must have the opportunity to grow if the organization is to remain healthy.
In managing change, the methodology of program development is to work in concert with the persons affected by the change. This fosters responsibility in managers that in turn leads to creativity in problem solving.
Employee Owned Change™ is practical and functions as a discipline to focus energy on specific tangible goals. While most organizations begin purposefully, economic shifts, changes in the marketplace, and alteration in leadership values and styles impact organization effectiveness. The wants and needs of the individual are essential input to the overall goal- setting process of the group. If each member participates in forming group goals and subscribes to those goals, then a considerable share of his/her energy and the energy of all co-workers, begins to work toward a common purpose, mission, and objectives.
One of the key elements of EOC™ is to ensure “Buy-in.” The technology of Buy-in draws out individuals that could possibly sabotage the initiative. It can also serve as a way to weed the organization of employees who are a drain on the energy of the team, distract from the team goals, and divert the focus away from the tasks at hand. Every team has a certain mission and if there are people who appear to be on the team, but secretly would prefer to be elsewhere, then the team is weakened. Ultimately, we want a strong team, with clear roles and responsibilities, infused with respect for all the members, and functioning as a finely tuned organism responding positively to both internal and external customers.
Employee Owned Change™ succeeds when leaders:
Connect with all those who can influence desired outcomes.
Identify goals, which through joint processes, will convert to specific group goals.
Work on improving the quality of relationships from one in which managers are conditioned to inter-personal/conflict (I-vs. -you) compared to one of collaboration and healthy competition (“we-us”). To bring about such a change, open communication, collaborative goal setting, and mutual problem solving/decision making must be encouraged.
Build active feedback loops so managers monitor and share in their organization’s progress toward the achievement of mutually agreed upon goals.