Reflections of a Leader's Transformation - Interview with Alan McGilvray

Bayer CEO Alan McGilvray is about to embark on the second phase of his culture reform vision. Ahead of his presentation at the upcoming 5th Australian conference on Culture and Leadership, he generously agreed to give us an insight of the Bayer journey so far.

Page 1 | 2 of 3

Reaction and Change

KW: What was the reaction to the survey results?

AM: The results of the company culture profile were welcomed by staff, an indication that they were keen to see change, but also the leadership team was prepared to admit to problem areas and was willing to act upon the results.

During this period the leadership team (comprising of 15 managers and myself at the time), undertook the 360° Human Synergistics' Inventory. Each member of the leadership team gained an in-depth analysis document which clearly described and defined how his or her behaviour impacted on their work colleagues, peers, subordinates and bosses, and ultimately how their behaviour impacted the culture of the company. Results and reactions, as you would expect, were mixed. Following this analysis the leadership team embarked on a leadership journey programme with the aim of coaching them in their pursuit of constructive styles.

KW: What were the steps that Bayer took to change the culture?

AM: As I mentioned previously, once we had measured and understood our overall company culture, we quickly appreciated that leadership affects culture and culture affects business results. The starting point clearly resided with the leadership team. We then broadened this to include the direct reports of the leadership team. Eighty- one managers in total underwent the indepth analysis programme and received feedback on how their behaviour impacted on the culture and ultimately the company's business success.

We extended the programme, via a unique root learning tool developed in the US, to include every staff member of Bayer Australia Limited. It is critical that all employees have the opportunity to fully understand and contribute to the company's cultural profile.

Our Human Resources department was heavily involved right from the start. We have now made huge advances and are currently rolling out our competencies framework and much improved appraisal system. All of which focus on rewarding performance that is based on 'constructive' behaviours.

KW: Can you discuss your role as a leader in this change process?

AM: Yes. I have championed the process from the onset because I firmly believe that a company which truly practises 'constructive styles' will be a successful company.

Every CEO has a duty to shareholders to strive for better business. Initially I had to drive the process but, as we progressed on the journey, I have stepped back and I have been very pleased in the way our staff have participated in the programme and taken up the opportunity to improve our culture.

I have also had to look long and hard at how my behaviour impacts the company culture. Helped by coaching from Human Synergistics and feedback from my colleagues, I have had to work hard to make improvements in my own leadership style. Admittedly the feedback has been honest, open and sometimes a little "painful" but definitely worthwhile!

KW: What was the biggest personal challenge for you?

AM: To keep going! That is, to embark on such a process is to accept that it is a long journey and it will eventually pay huge dividends, but it is also a lot of effort and definitely not for the faint hearted.

Overcoming any setbacks and continuing to find the resolve and energy to encourage everyone to keep going was the biggest personal challenge.

Click for Page 3 of 3: Outcomes and Advice