ACAV Conference

August 17 2019

Allan Preiss

allan.preiss@mcarthur.com.au

• 3 words that describe the culture of your centre

• Share with 2 others

What do we mean by culture

• As you were writing the 3 words what were you describing?

What do we mean by culture

• Culture refers to the shared beliefs, values and assumptions about how things should be done in an organisation.

• It’s what we do when no-one is looking

• What do you believe are the shared beliefs, values and assumptions about how things should be done in your centre

What do we mean by culture

• If someone came to your centre for the first time what would they see and hear?

• What does this tell us about your centre’s culture?

• Is this consistent with what you thought were the shared beliefs, values and assumptions about how things should be done in your centre?

• Culture eats strategy for breakfast - (Peter Drucker)

• Booz and Co research – 84 percent of respondents and 86 percent of senior executives

believe that their organization’s culture is critical to their success.

– 60 percent said that culture is more important than the company’s strategy or operating model.

– 96 percent said some form of cultural change is needed within their organization.

– 51 percent believe their organization is in need of a major culture overhaul.

– 45 percent do not think their culture is being effectively managed.

Why culture matters

Why culture matters

• Strategy gives direction; culture gives impetus

• Ensures consistency and predictability around what matters most – Multiple centres

• Recruit for fit – develop for skills – Provides a filter for how and who we recruit, develop, promote and

terminate

– Skills are much easier to develop than the right attitude

Why culture matters

Creating your desired culture

• There is no right “culture” – Different organisations and different approaches require different

cultures

– McDonald’s cf Apple

Creating your desired culture

• Be very clear about the culture you are trying to create – Ensure you are able to speak about in in behavioral terms

– Enhance/Inhibit exercise

• Communicate about your desired culture clearly and often using different

media, messages and people

• Role model

– “Be the change you want to see in the world – (Ghandi)

• Recruit people who are consistent with your cultural values

• Acknowledge, recognise and reward for living the culture

– Make them your culture champions

• Deal firmly and promptly with people who behave contrary to your culture

– The behavior you walk past is the behavior you accept

• Make sure that your systems and processes support your culture

– Team culture/individual rewards

Creating your desired culture

Communication is critical

• But I’ve already told them that – By the time you are sick of saying it people will just start hearing it

• You can’t over-communicate – 7 times rule

• Use different ways to communicate the message

• Use different people – It’s not all about you

– If it is that’s telling you something about your culture

An OAR or a BED organisation •Ownership

•Accountability

•Responsibility

•Blame

•Excuses

• Denial

See it

Own it

Solve it

Do it

If I wait long enough it will

go away

It’s not my fault. Andi

messed it up

I just did what I was told

That’s not my job

Just tell me what to do and

I’ll do it

I didn’t mean I would actually

do it

My manager gets paid to do

the thinking

CHOICE POINT

Summary

• Define and describe your desired culture

• Involve your people in an Enhance/Hinder type exercise

• You must LIVE your culture

• Call it out if you see counter-cultural aspects in your centre

Questions/observations