how to be a culture architect
TRANSCRIPT
How to be a culture architect
Laura Hamill, Ph.D., Limeade Chief People Officer
It’s totally possible.
#LimeadeCulture
Today’s speaker
Laura Hamill, Ph.D., Limeade Chief People Officer
As Chief People Officer, Dr. Hamill leads the People (Human Resources) team and is responsible for nurturing the Limeade culture. She earned her Ph.D. in Industrial Organizational Psychology from Old Dominion University and her B.S. in Psychology from the University of North Carolina, Chapel Hill.
Overview
Welcome
What is culture?
Why should we care?
How can you be more intentional about culture?
Q&A
#LimeadeCulture
Why we care about culture…
What is culture?Organizational culture is widely accepted as the collective values, norms and beliefs of the organization, or “how things are done around here.”
Culture characteristics
Why thisis hard
Why thisis important
Culture
Culture tells us...
What to pay attention to What things mean
How to behaveHow to react emotionally
Understanding your culture helps you…
Socialize Describe
Align Engage
Why organizations should care
*Corporate Culture and Performance (2011), Kotter and Haskett
Signs of a culture problem
The same issues come up over and over again from employees, even though you think you are addressing them
Employees are leaving the company or indicating they will soon
There’s a lack of alignment between leaders and employees
You’re in the process of, or recently went through an acquisition or merger
You’re undertaking a radical shift in strategy
Be intentionalArchitecting vs. evolving (Conner, 1993)
| The evolutionary model occurs when the culture is allowed to be shaped by random events
| The architectural model is based on proactive, interventionist activity by leaders and managers
Roles of leadersFounder
| Personal visions, goals, beliefs, values and assumptions about how thingsshould be
CEO| Culture creation and modification
Ways leaders impact culture
Individual behavior Showcasing behavior “allowed” in the leadership team and
the organization Who they hire, who they fire Projects and priorities that he/she pays attention to Processes/systems that get instituted Communication
Living our culture at Limeade
Intentional cultureShared Vision
Behavioral Expectations
Education
Accountability & Metrics
ChampionsCommunication
Visible Demonstrations & Opportunities
Policies, Procedures,
& System Alignment
Rewards & Recognition
Articulation of what the culture is and why it
matters
Clear behaviors for employees,
managers, and leaders
Employees, managers, and leaders have been taught
what the culture is and what is expected of them
All are held accountable for living the culture and
expecting the same of others; progress
is measured
Respected formal and informal leaders are role models and
champions of the culture
Regular and consistent communication about
the culture and its importance
All policies, procedures, and systems are aligned with and supportive of
the culture
Employees, managers, and leaders
are rewarded and recognized for living the culture (and there
are also consequences for those who don’t)
Limeade Culture
Opportunities are created to participate
in living the culture
Our challenge to you
Do one thing to be more intentional about your culture| Articulate what you want your company to stand for (your values)
| Do a culture “audit” to see how your values are visible throughout theemployee experience
| Assess as a leadership team whether you are architecting your culture
| Determine ways your existing people system could be more aligned withyour culture (e.g., performance rating scales, new employee orientation,development plans)
| Develop a process for measuring culture progress
| Use Limeade challenges, rewards, videos, and branding to reinforce your culture
Q&A
