counting on culture€¦ · commissioned by dov seidman, boss of lrn, a firm that advises on...
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COUNTING
ON
CULTURE
Judith Brooks, SPHR
DEBRA SHEPPERSON, SPHR
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Debra has 15+ years of human resources
experience. Her most recent human resources
executive role has been in the global power
service industry with Alstom. Her previous
experience was in power generation with
Dominion. She is an expert in developing and
aligning human capital strategies and human
resources programs and best practices in support
of business objectives and organizational values.
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Mike Garber, Partner In Charge
Betsy Hedrick, Partner
Phil Patterson, Senior
Dwight Buracker, Supervisor
Shannon Winslow, Senior
Quin Lunsford, Senior
Andrea Nichols, Senior
Chris Fulmer, Supervisor
The PBGH LLP
GOVERNMENT
A&A TEAM
Client service
excellence
Innovation
Respect
Integrity
Excellence
OUR OBJECTIVE
• Define culture and explore what culture
is
• Get you thinking about your own
• OMG…IS THERE MORE THAN
ONE?
• What are SUB-CULTURES?
• Discuss ways culture can be
• Assessed, influenced, changed
• OTHER??
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Our “OTHER” Objective
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Corporate culture is one of
those focus areas that are not
always fully understood.
WHY???
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Really????
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Corporate Culture: JUST WHAT IS IT ?
ESSENCE
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HOW WE DO WHAT WE DO
‘Our world is being dramatically reshaped.
The rules of the past no longer apply.
In the 21st century, it’s no longer what you do that matters most,
but HOW you do it.
FORTUNE magazine
"A trained moral philosopher, Dov Seidman has built a highly successful business on the theory that in
today’s wired and transparent global economy, companies that ‘outbehave’ their competitors ethically will
also tend to outperform them financially
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Corporate Culture: How We Do Things Around Here
Corporate culture is the collective behavior of people using
common corporate vision, goals, shared values, beliefs, habits,
working language, systems, and symbols.
Command-and-control
Self-governance
Values based
Rules based
Performance based
Safety first
Conservative
Ethics
Play it Safe
Growth
Military
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SOPS
PRECISION
AGGRESSIVE DEADLINES
Cultural Elements….
HIGHLY
REGULATED
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PUBLIC ACCOUNTING
GOVERNANCE AND CULTURE
impacts:
The way decisions are made
The clarity people have about their roles in the org
The degree of empowerment your people feel in
their positions
The political under-currents that surround the
way things get done all affect your culture
With ill-defined or poorly communicated
organizational and governance structures,
bottlenecks and bureaucracy can ensue 17
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Bosses are eight times more likely than the average
employee to believe that their organization is self-governing.
(The cheery folk in human resources are also much more
optimistic than other employees.)
Some 27% of bosses believe their employees are inspired by
their firm.
Alas, only 4% of employees agree.
Commissioned by Dov Seidman, boss of LRN, a firm that advises on corporate culture, and author of “How”, a
book arguing that the way firms do business matters as much as what they do, and conducted by the Boston
Research Group, the “National Governance, Culture and Leadership Assessment” is based on a survey of thousands of
American employees, from every rung of the corporate ladder.
PUBLIC SERVICE FACTOID
HHHMM…CAN YOU CHANGE IT?
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Corporate culture The view from the top, and bottom
Bosses think their firms are caring. Their minions disagree
Sep 24th 2011 | NEW YORK | from the print edition
As WALMART grew into the world’s largest retailer, its staff were
subjected to a long list of dos and don’ts covering every aspect of
their work. Now the firm has decided that its rules-based culture
is too inflexible to cope with the challenges of globalization and
technological change, and is trying to instill a “values-based”
culture, in which employees can be trusted
to do the right thing because they know
what the firm stands for.
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“People of Walmart”
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Coping with the challenges of globalization and technological change ?
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High energy
Family oriented
Empowered
Innovative or creative
Youthful
Difference making
Quality focused
High growth
Hard driving (in some cases)
Revenue-focused
Inclusive
Transparent
Untrusting
Negative
Selfish
Back-biting or triangulating
Silo oriented
Slow growth
Controlling
Cost-focused
Struggle filled
Dishonest
Closed off or secretive
Exclusive
DYSFUNCTIONAL
FUNCTIONAL
WHAT CAN YOU DO?
Develop a differentiated & diverse workplace
Build a workplace designed for the new comers
Focus first on culture and then
on programs
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A great culture has a special sense or feel that is
hard to put your finger on…like a secret sauce.
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There is no one-size-fits-all cultural
model or ideal because each org’s
culture reflects its people and
behaviors, all very unique.
CULTURAL ANALYSIS
Conduct an honest analysis of your org’s culture
Consider how it feels in various situations and categorize those “feelings” honestly
Facilitate an open discussion with your org’s leaders on culture and lead them in the same exercise – if they would be open to it
Undertake an employee survey
Recommend a simple 12-question “Cool Culture” assessment tool
Launching it online and allowing for anonymous input is most likely to garner truly honest responses
Engage a 3rd party to conduct interviews
These can focus on both the current feel of your org and also what those selected to input would like to see change or the “desired state”
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• If you’d like to conduct a simple 12 question “Cool Culture Assessment “to support your cultural evolution, contact :
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http://www.convergencecoaching.com
RESOURCE
SELF-ASSESSMENT
We have developed our mission statement
We have developed a written vision statement
We have identified our core values
We have a code of conduct in place
We have developed a strategic plan
We have not developed any of these
None of the above
How would I know?
BACKBONES!
DID YOU LIKE WHAT YOU SEE?
Org leaders can look at the results and discuss
what the desired state is by asking:
• What cultural environment do we most want
to achieve?
• What are the attributes of that environment?
• How do we want others to describe what it is
like to work here, to work with us as service
provider, to think about a career here, etc?
• What elements would you most like to see
changed?
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VISION AND STRATEGY
• Your people look to your leaders for
clarity on your org’s mission, vision,
values, objectives and overall strategy
• Define and publish your core values,
vision, strategy, a code of conduct and
other guiding principles
• Keep in mind that this is not a one-time
activity
• These must be reviewed regularly in team
meetings and communications and programs
should tie directly to them 30
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Get Engaged !
……WITH YOUR PEEPS
Part of communicating includes spending time with your people and getting to know them Managers and mentors should ensure that your best
people are being touched regularly by check in e-mails, phone calls and face-to-face meetings
Leaders in your org should connect with key people via lunch or coffee
Learn about your team members and what’s important to them Find out each person’s driving motivators and learn
what they most want to achieve in their career and in their personal life
Regularly ask what more you can do to support them in achieving their life’s goals – and then construct plans to do so
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OPENNESS AND COMMUNICATION
• When leadership is open to the ideas and
challenges of others, team members feel that
their opinions matter and their input can make a
difference
• When feedback drives tangible change, it
increases the likelihood that staff will stay
engaged with your org – because it begins to feel
like their own
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Can anyone spell R-E-T-E-N-T-I-O-N ?????
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COMMUNICATION TACTICS
• Teach your leaders to accept feedback
constructively
• Teach all leaders and managers to deliver
constructive feedback
• Be a role model for what “can get better”
• Form an employee advisory board
• Conduct employee engagement surveys every two
years
• Run a team challenge and make the feedback
process fun!
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LEGENDS OF OUR FALL …
YOUR ORG’S “ STORIES”
• There are both formal and informal
stories told around the water cooler
• The formal stories include:
• our history
• the story of evolution
• vision for the future
• how we differ from the “other guys”
• stories of successes and failures
• stories told to new employees in orientation
and training… and more 36
LEARN YOUR FIRM’S INFORMAL STORIES
Informal stories are difficult
to gauge and manage However, they reflect your org’s
culture more than any other
attribute
The heroes and villains and the
degree of hope and positivity that
story tellers convey tell so much
about what it feels like to work
there
Unfortunately, most leaders are
not privy to many informal stories
– they stop when you walk in the
room 37 HEY, REMEMBER THAT GUY THAT THEY WORKED TO DEATH ????
MANAGE YOUR INFORMAL STORIES
• Begin communicating the importance of
leaving the past in the past
• Practice avoiding stories about the past
unless they uplift or support your
intended culture
• Create new informal stories by creating
new experiences under the new cultural
“feel” and encouraging people to share
those stories
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YOUR FIRM’S FORMAL STORIES
• These stories are fairly easy to manage,
because they are typically “published” by
leaders or administrators
• Formal stories should:
• Reflect established values and beliefs
• Strike the right tone and degree of openness
you’re striving for
• Focus more on the difference your org makes
rather than the vague “how great we are”
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Driving Cultural Change
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LEADING CHANGE
As a leader, you manage change as you
enhance your org’s culture
Change usually starts slow and faces
resistance
There is inevitably a “tipping point” where
mass adoption of the change occurs
It is our job as leaders to help our team, clients
(and ourselves) reach that tipping point
smoothly and within the timeline needed
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©Copyright Kennedy and Coe, LLC 2010 All rights reserved.
CHANGE MANAGEMENT CURVE
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34%
Graphic source: http://blog.mjelly.com
2.5%
13.5%
34%
16%
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Awareness – Create an understanding for the need to change – I.E. Why is the
change necessary? Why is it happening now? What is wrong with what we are doing
today? What will happen if we don’t change? What’s in it for the individuals?
Desire – Create the desire to support and take part in the change .
Knowledge – Give knowledge so people can understand how to change and what to
do – I.E. providing training and education, detailed understanding of new tasks,
processes and systems, and understanding new roles and responsibilities.
Ability – Provide the skills to implement change on a day to day basis – I.E. Providing
day to day involvement, access to subject matter experts, provide effect performance
monitoring, hands on exercise during training.
Reinforcement – Create the ability and environment to sustaining the change and
keep it going, keeping the momentum going. – I.E. Celebrations and recognition,
rewards, feedback to and from employees, audits and performance measurement
systems, accountability systems.
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ADKAR
CHANGE MANAGEMENT SUCCESS
FACTORS
• Lead cultural change by example
• Be open to new ways of doing things
• Embrace the change yourself
• Stay positive in the face of change
• Communicate, communicate, communicate
• Set expectations and be honest about the good and the bad
• Provide updates and status
• Use different mediums to address the different
communication and learning styles of others
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