excellence in leadership and performance

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CULTURAL TRANSFORMATION

© 2011 COACH ERA www.skyisthelimit.org

Measure and Define Your Culture To Create Value and

Sustainable Businesses

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The programme is designed to enable delivery of very ambitious Leadership Standards and business performances.

We expect that the Excellence in Performance Programme will create change in your company, individual and collective leadership thinking, performance

and behaviour.

This programme does not start from a place of weakness. The programme is all about taking people from good to

consistently great.

We recommend that the most senior leadership group is the first to

participate in the programme.

Download it here: http://www.skyisthelimit.org/The%20Excellence%20program%20p1.pdf

EXCELLENCE in PERFORMANCE

and LEADERSHIP


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Your PERFORMANCES = CULTURE x Interventions

By PERFORMANCESwe mean: Profit, Finance C By interventionsQuality, Efficiency, U we mean the: Sales, Services, L Management Creativity, Innovation T skills, attitude. Social Responsibility U Employee Fulfillment R E All your EBIT’s



and LEADERSHIP

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YOUR CORPORATE CULTURE The Key to your business EXCELLENCE

CULTURE Is the sum of your VALUES, BELIEFS

It manifests in your BEHAVIORS and PERFORMANCES



and LEADERSHIP

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Do you measure the organizational culture and the values of your managers?

© 2011 COACH ERA

MEASUREMENT MATTERS

“If you can't measure it, you can't manage it”.

Even when you are profitable, have change management and leadership strategy,

Your Company is loosing clients, money, energy, time and people because of not having cohesive and aligned corporate culture.

Values chosen by the executive team does not reflect your real company culture. Do you know the real values of your leaders?

If you don’t measure, it is impossible to know what the culture is, therefore it is very hard to correct it and manage it.

You are like a sailor without compass.

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Do you measure the organizational culture and the values of your managers?

© 2011 COACH ERA

MEASUREMENT MATTERS

To start measuring your company culture and the values of your leaders use the Culture Transformation Tools (CTT).

For information on the CTT follow this link:

http://www.skyisthelimit.org/CTTtools.html

The assessment tool you need to measure your company culture is the Culture Values Assessment (CVA).

http://www.skyisthelimit.org/CVAeng.html

Only CTT certified consultants could assist you in using this assessment tools.

Twitter: coacheragroup Tel:+31 (0) 63 934 8920

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DO YOU MEASURE YOUR CULTURE?


If you don’t measure you’ll never know how big is your:

1) Organizational ENTROPYSmaller the entropy, bigger the savings, better results.

2) Organizational ALIGNMENT Bigger Alignment, bigger team cohesion, better results, higher Profit.

3) Won’t be able to develop excellent leadership program

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Do you know the level of entropy in your company? You’ll know exactly how big it is only when you measure it.

The Price of Organizational Entropy:

If your entropy is 25% only,This means that every 4th day in your company is unproductive.

If you pay your people 1000 000 Euro in salary, 250 000 Euro is total lost from the start.

The national entropy of USA is 50% (2009) In 2005 a Leading bank has started the measurements.

That year the entropy in the bank is 25%. 4 Years in culture transformation and it’s on13% . Also see slide 10/11.

ENTROPY and the price of Culture?The unproductive, negative energy in the system

© CTT

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Since we don’t know your financial data, we are going to give an estimation based on our experience with over 1000 companies world wide.

The company operates in the South East Europe. 1100 employees, gross salaries 2008: 12 865 521 EURO Deloitte revision 2008).

In the period of the next 4 years, If they start to measure and manage the organizational culture, and the entropy goes down by average 3% per year, they could save 5 666 912 Euros, only on salary costs.

Not to mention improvement in all other performance areas.All your EBIT’s (earning before taxation will improve).

To start saving millions and improving performances call us:


HOW MUCH YOU COULD SAVE?


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ALIGNMENT & COHESION


Typical Culture –Before Transformation

Cohesive Culture -After Transformation

Bigger ALIGNMENT, better Team.

HOW ALIGNED IS YOUR TEAM?

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In 2005 when this measurement was done for the first time, the alignment in the company was only 3 Matches. This is a sign of an low to average alignment/cohesion.

4 Years later, after lots of interventions in leadership and culture, the alignment has 6 Matches and decrease in entropy of incredible 12%.

1. cost-consciousness (313) 2. profit (283) 3. accountability (263) 4. community involvement (254) 5. client-driven (229) 6. process-driven (219) 7. bureaucracy (215) (L)8. results orientation (215) 9. client satisfaction (204) 10. silo mentality (204) (L)

PL = 10-0IROS (P) = 1-4-5-0IROS (L) = 0-0-0-0

3 Matches

1. accountability (494) 2. client satisfaction (363) 3. client-driven (347) 4. employee satisfaction (330) 5. employee recognition (288) 6. financial stability (218) 7. teamwork (204) 8. integrity (202) 9. balance (home/work) (194) 10. trust (187)

PL = 10-0IRS (P) = 5-5-0IRS (L) = 0-0-0

1 Match

1. accountability (567) 2. honesty (448) 3. commitment (403) 4. integrity (376) 5. responsibility (290) 6. family (284) 7. respect (269) 8. trust (264) 9. reliability (227) 10. efficiency (225)

PL = 8-2IROS (P) = 0-1-6-1IROS (L) = 0-0-2-0

3 Matches

Personal Values Current Culture Values Desired Culture Values

THE LARGEST MK BANK 2005

© CTT

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1. accountability (L4)2. client-driven (L6)3. client satisfaction (L2)4. community involvement (L6) 5. achievement (L3)6. cost-consciousness (L3)7. teamwork (L4)8. performance driven (L3)9. being the best (L3)10. delivery (L3)

1. cost-consciousness (L3) 2. profit (L1)3. accountability (L4) 4. community involvement (L6) 5. client-driven (L6) 6. process-driven (L3)7. bureaucracy (L) (L3)8. results orientation (L3)9. client satisfaction (L2)10. silo mentality (L) (L3)

1. cost-consciousness (L3) 2. accountability (L4)3. client-driven (L6)4. client satisfaction (L2) 5. results orientation (L3) 6. performance driven (L3) 7. profit (L1) 8. bureaucracy (L) (L3)9. teamwork (L4)10. community involvement (L6)

2006 20072005 2008

1. client-driven (L6)2. accountability (L4)3. client satisfaction (L2)4. cost-consciousness (L3)5. community involvement (L6)6. performance driven (L3)7. profit (L1)8. achievement (L3)9. being the best (L3)10. results orientation (L3)

5 Matches4 Matches4 Matches3 Matches

2009

1. accountability (L4)2. client-driven (L6)3. client satisfaction (L2)4. cost-consciousness (L3)5. community involvement (L6) 6. achievement (L3)7. teamwork (L4)8. employee recognition (L2)9. being the best (L3)10. performance driven (L3)

6 Matches

Alignment and Change of Culture in 4 years

© CTT

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AFTER THE MESUREMENTLEADERSHIP DEVELOPMENT


Your executives and leaders must understand the meaning of corporate culture. If they don’t, the alignment and cohesion will not happen.Culture will not change and overall performances will not increase. You can’t achieve excellence with weak and not aligned culture. You’ll be performing below your true potential. We offer post measurement interventions and coaching that builds continuity in excellence, specially designed with the purpose of understanding the methods of values based leadership and cohesive corporate culture.

See the details: http://www.skyisthelimit.org/The%20Excellence%20program%20p1.pdf For more information on measurement of your corporate culture and transformation call us:


What kind of leadership development programs do you have for your top managers?

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AFTER THE MESUREMENT


Old managerial styles, based on fear and punishment are damaging for the culture development and performances. Coaching is based on trust and support and empowers the people in the system.Continual training in coaching skills and “1 on 1” coaching is the mostpowerful way to make the deep seated change in behaviors and culture of the leaders and the company. If the coaching is not continuous and is delivered only occasionally it will not give the desired changes.

Executives need to be fluent in coaching and have coaching as their managerial style.

How often Appreciative Inquiry and Coaching is used by you company top management as managerial tool?

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COACH ERA is a cutting edge boutique consultancy, specialized in the field of business executive coaching,

leadership development and corporate culture transformation.

Certified Culture Transformation Tools consultancy, by the Barrett Values Centre.

ABOUT US


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Passionate visionary business leaders, developing teams of excellence and values

THANK YOU


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