Building high performance cultures
description
Transcript of Building high performance cultures
Joanna BarclaySenior ConsultantGroupe Intersol [email protected]
Introductions
Welcome
Name and role?
What attracted you most to attending this workshop?
Workshop objectives
Core Business Challenges
How to attract, keep and engage top people;
How to increase innovation, productivity and client satisfaction;
How to ensure ethics permeate the organization.
Current Reality
Pandemics
Climate Change
Global Economy
GlobalTerrorism
Poverty Reduction
Food Resilience
Natural Disasters
Technology
Species Extinction
WaterShortages
The significant problems we face cannot be solved at the same level of thinking that created them.
Evolution of Business Paradigms
Manpower
Agricultural Age
19001800
Information Age Intellectual Capital
Industrial Age Quality of Product
Consciousness Age Cultural Capital
2000
Age of Consciousness
Terms comfortably used in mainstream business culture: affection, love, joy, authenticity, empathy, compassion, soulfulness, loyalty, trust;
Earn a share of employees heart and they will give a quantum leap in productivity and quality;
Aging population altering the course of humankind into a kinder, gentler society.
“Share of Heart”
“People want to know you care, Before they care how much you know”.
Tell us about some companies you love.
Not just like, but love.
What Does High Performance Look Like?
Values- Driven
Values are deeply held principles that people hold or adhere to when making decisions.
Individuals express their values through their behaviors.
Organizations express their values through their culture.
Culture Defined
The way things are done around here
The culture of an organization or any group of individuals is a reflection of their values, beliefs and behaviours.
Values Driven Organizations
INF
LU
EN
CE
Values drive culture.
Culture drives employee engagement.
Employee engagement drives customer/citizen satisfaction.
Customer satisfaction drives shareholder & stakeholder value.
Exercise: Values, Beliefs and Behaviors
1.Choose 2 values that are important to you personally and enter them in the left hand column of the worksheet.EXAMPLE: Humor
2.Write down your beliefs that support this value in the middle column.EXAMPLE: I believe that people who enjoy their work are more productive. I believe laughter reduces stress and creates a good work environment. I think play promotes innovation.
3.Write down the behaviors you exhibit that support this value.EXAMPLE: You’ll find me quick to smile, laugh, and looking for the humor in things.
YouTube video
“Bringing your values to Work”
http://www.youtube.com/watch?v=cnwKEkWYug0
Richard Barrett
14
””Winds”Winds”Reason, LogicReason, Logic
””Winds”Winds”Reason, LogicReason, Logic
””Currents”Currents”Spirit, Spirit,
EmotionsEmotions
””Currents”Currents”Spirit, Spirit,
EmotionsEmotions
Plans, Vision,Strategy, Goals,
Structure, Systems
Habits,Attitudes, Traditions,Prejudices, Patterns,
Feelings,Fear,
Values,Beliefs
“Culture eats strategy for breakfast”
Culture and Brand
Employee Perspective Customer Perspective
CultureValues, Beliefs, Behaviors
Who you are on the inside, looks a lot like who you are on the outside
Do you consciously create your culture, or do you have a default,
unconscious culture?
Culture Brand
New theories of organizational success
Measurement matters. If you can measure it,you can manage it.
Measurement matters. If you can measure it,you can manage it.
Cultural Capital
So understanding the current culture matters.
If you can name it, measure it, and understand it, you can manage it and align it.
Cultural Transformation Tools
Cultural Transformation Tools® (CTT) Powerful metrics which enable leaders to actively measure and manage cultures.
They make the intangible, tangible. They link performance to culture.
RichardRichard BarrettBarrett
Derivation of Consciousness Model
Know and Understand
Physiological
Safety
Love & Belonging
Self-esteem
Self-Actualization
AbrahamAbraham MaslowMaslow Know and
Understand
NeedsNeeds ConsciousnessConsciousness
Alignment of employee and organizational consciousness
Difficult to hire and keep people who are hereDifficult to hire and keep people who are here
IndividualConsciousness
When organizations are here…When organizations are here…Corporate
Consciousness
Cultural Transformation Model
Know and Understand
Physiological
Safety
Love & Belonging
Self-esteem
Key Attributes:
Makes it possible to translate qualitative data into quantitative dataMakes it possible to translate qualitative data into quantitative data
Provides a base-line measurement instrument for monitoring changes in the organizational cultureProvides a base-line measurement instrument for monitoring changes in the organizational culture
Provides a method for measuring cultural capitalProvides a method for measuring cultural capital
Positive Focus / Excessive Focus
Financial StabilityShareholder value, organizational growth, employee health, safety. Control, corruption, greed
Employee RecognitionLoyalty, open communication, customer satisfaction, friendship. Manipulation, blame
High PerformanceSystems, processes, quality, best practices, pride in performance. Bureaucracy, complacency
Continuous Renewal and LearningAccountability, adaptability, empowerment, teamwork, goals orientation, personal growth
Building Corporate CommunityShared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency
Strategic Alliances and PartnershipsEnvironmental awareness, community involvement, employee fulfillment, coaching/mentoring
Service To Humanity and the PlanetSocial responsibility, future generations, long-term perspective, ethics, compassion, humility
Seven Levels of Organizational Development
Service
Making a Difference
Internal Cohesion
Transformation
Self-Esteem
Relationship
Survival
Barrett Model
Cultural Transformation Tools
Measuring the existing culture
• Which of the following values and behaviours most represent who you are?
• Which of the following values and behaviours most represent who you are?
• Which of the following values and behaviours most represent how your organization operates?
• Which of the following values and behaviours most represent how your organization operates?
• Which of the following values and behaviours most represent how you would like your organization to operate?
• Which of the following values and behaviours most represent how you would like your organization to operate?
Three questions:
Placement of top ten Current Culture values
Organization ABC - 100 Employees
Top Ten Values
1. tradition (L) (59)
2. diversity (54)
3. control (L) (53)
4. goals orientation (46)
5. knowledge (43)
6. creativity (42)
7. productivity (37)
8. image (L) (36)
9. profit (36)
10. open communication (31)
ServiceService
External cohesionExternal cohesion
Internal cohesionInternal cohesion
TransformationTransformation
Self-esteemSelf-esteem
RelationshipRelationship
SurvivalSurvival
4422 55
77
99
66
88
33
1110
Cultural Entropy
Cultural entropy is the amount of energy in an organization that is consumed in unproductive work.
It is a measure of the friction and pent-up frustration that exists within an organization.
Cultural Entropy
Energy available for productive work
Non-productive or destructive energy
What does 41% entropy look like?
Best Employers have Lowest Entropy
Cultural Entropy
Employee Engagement
Tier 1 (Best) 5% 89%
Tier 2 8% 76%
Tier 3 15% 55%
Tier 4 (Worst) 21% 40%
This research of 163 organizations was carried out by Hewitt Associates and the Barrett Values Centre in 2008
Local and Central Government Example Group(2990)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 4-4-0 | IRS (L)= 1-0-0 IROS (P)= 0-0-3-1 | IROS (L)= 0-3-3-0 IROS (P)= 1-4-5-0 | IROS (L)= 0-0-0-0
1. honesty 1484 5(I)
2. reliability 1160 3(R)
3. family 1062 2(R)
4. commitment 1029 5(I)
5. humor/fun 1006 5(I)
6. fairness 978 5(R)
7. adaptability 919 4(I)
8. caring 914 2(R)
9. job security (L) 817 1(I)
10. balance (work/ non-work)
767 4(O)
Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational
Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal
1. bureaucracy (L) 1690 3(O)
2. target focus 1617 3(O)
3. hierarchy (L) 1063 3(O)
4. client focus 1036 2(O)
5. blame (L) 1013 2(R)
6. control (L) 1003 1(R)
7. short-term focus (L) 991 1(O)
8. productivity 924 3(O)
9. making a difference 798 6(S)
10. manipulation (L) 794 2(R)
1. client focus 1686 2(O)
2. accountability 1584 4(R)
3. delivery of promises 1261 3(O)
4. continuous improvement
1084 4(O)
5. staff recognition 1023 2(R)
6. information sharing 971 4(O)
7. open and honest 950 5(R)
8. professionalism 859 3(O)
9. fairness 855 5(R)
10. commitment 851 5(I)
Values Plot Copyright Barrett Values Centre
TTTTTTTTTTTTTTTT
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Local and Central Government Example Group(2990)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 4-4-0 | IRS (L)= 1-0-0 IROS (P)= 0-0-3-1 | IROS (L)= 0-3-3-0 IROS (P)= 1-4-5-0 | IROS (L)= 0-0-0-0
1. honesty 1484 5(I)
2. reliability 1160 3(R)
3. family 1062 2(R)
4. commitment 1029 5(I)
5. humor/fun 1006 5(I)
6. fairness 978 5(R)
7. adaptability 919 4(I)
8. caring 914 2(R)
9. job security (L) 817 1(I)
10. balance (work/ non-work)
767 4(O)
Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational
Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal
1. bureaucracy (L) 1690 3(O)
2. target focus 1617 3(O)
3. hierarchy (L) 1063 3(O)
4. client focus 1036 2(O)
5. blame (L) 1013 2(R)
6. control (L) 1003 1(R)
7. short-term focus (L) 991 1(O)
8. productivity 924 3(O)
9. making a difference 798 6(S)
10. manipulation (L) 794 2(R)
1. client focus 1686 2(O)
2. accountability 1584 4(R)
3. delivery of promises 1261 3(O)
4. continuous improvement
1084 4(O)
5. staff recognition 1023 2(R)
6. information sharing 971 4(O)
7. open and honest 950 5(R)
8. professionalism 859 3(O)
9. fairness 855 5(R)
10. commitment 851 5(I)
Values Plot Copyright Barrett Values Centre
TTTTTTTTTTTTTTTT
Matches
CC - DC 3CC - DC 5CC - DC 7
Local and Central Government Example Group(2990)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 4-4-0 | IRS (L)= 1-0-0 IROS (P)= 0-0-3-1 | IROS (L)= 0-3-3-0 IROS (P)= 1-4-5-0 | IROS (L)= 0-0-0-0
1. honesty 1484 5(I)
2. reliability 1160 3(R)
3. family 1062 2(R)
4. commitment 1029 5(I)
5. humor/fun 1006 5(I)
6. fairness 978 5(R)
7. adaptability 919 4(I)
8. caring 914 2(R)
9. job security (L) 817 1(I)
10. balance (work/ non-work)
767 4(O)
Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational
Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal
1. bureaucracy (L) 1690 3(O)
2. target focus 1617 3(O)
3. hierarchy (L) 1063 3(O)
4. client focus 1036 2(O)
5. blame (L) 1013 2(R)
6. control (L) 1003 1(R)
7. short-term focus (L) 991 1(O)
8. productivity 924 3(O)
9. making a difference 798 6(S)
10. manipulation (L) 794 2(R)
1. client focus 1686 2(O)
2. accountability 1584 4(R)
3. delivery of promises 1261 3(O)
4. continuous improvement
1084 4(O)
5. staff recognition 1023 2(R)
6. information sharing 971 4(O)
7. open and honest 950 5(R)
8. professionalism 859 3(O)
9. fairness 855 5(R)
10. commitment 851 5(I)
Values Plot Copyright Barrett Values Centre
TTTTTTTTTTTTTTTT
Matches
CC - DC 3CC - DC 5CC - DC 7
Local and Central Government Example Group(2990)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 4-4-0 | IRS (L)= 1-0-0 IROS (P)= 0-0-3-1 | IROS (L)= 0-3-3-0 IROS (P)= 1-4-5-0 | IROS (L)= 0-0-0-0
1. honesty 1484 5(I)
2. reliability 1160 3(R)
3. family 1062 2(R)
4. commitment 1029 5(I)
5. humor/fun 1006 5(I)
6. fairness 978 5(R)
7. adaptability 919 4(I)
8. caring 914 2(R)
9. job security (L) 817 1(I)
10. balance (work/ non-work)
767 4(O)
Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational
Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal
1. bureaucracy (L) 1690 3(O)
2. target focus 1617 3(O)
3. hierarchy (L) 1063 3(O)
4. client focus 1036 2(O)
5. blame (L) 1013 2(R)
6. control (L) 1003 1(R)
7. short-term focus (L) 991 1(O)
8. productivity 924 3(O)
9. making a difference 798 6(S)
10. manipulation (L) 794 2(R)
1. client focus 1686 2(O)
2. accountability 1584 4(R)
3. delivery of promises 1261 3(O)
4. continuous improvement
1084 4(O)
5. staff recognition 1023 2(R)
6. information sharing 971 4(O)
7. open and honest 950 5(R)
8. professionalism 859 3(O)
9. fairness 855 5(R)
10. commitment 851 5(I)
Values Plot Copyright Barrett Values Centre
Matches
PV – CC 0CC – DC 1PV – DC 3
4%
1%
1%
4%
15%
18%
30%
6%
4%
18%
0% 20% 40%
1
2
3
4
5
6
7
10%
12%
22%
4%
5%
15%
6%
5%
3%
19%
0% 20% 40%
1
2
3
4
5
6
7
2%
0%
1%
2%
14%
20%
20%
9%
4%
26%
0% 20% 40%
1
2
3
4
5
6
7
Local and Central Government Example : Group(2990)
C
T
S
CTS = 40-18-42Entropy = 6%
CTS = 14-19-67Entropy = 44%
CTS = 33-26-41Entropy = 3%
Personal Values
Current Culture Values
Desired Culture Values
What is the cost of limiting values in your organization?
Lost opportunity or Lost productivityin % terms in % terms
Anxiety & UncertaintyBureaucracy Blame
Control
1. integrity 7 5(I)
2. respect 7 2(R)
3. balance (home/work) 6 4(I)
4. honesty 6 5(I)
5. leadership 6 6(I)
6. achievement 5 3(I)
7. ethics 5 7(I)
8. making a difference 5 6(S)
9. positive attitude 5 5(I)
10. excellence 4 3(I)
11. family 4 2(R)
12. humour/ fun 4 5(I)
Votes Level
1. achievement 7 3(I)
2. cooperation 6 5(R)
3. information sharing 6 4(O)
4. teamwork 6 4(R)
5. goals orientation 5 4(O)
6. respect 5 2(R)
7. adaptability 4 4(I)
8. commitment 4 5(I)
9. customer satisfaction 4 2(O)
10. open communication 4 2(R)
11. professionalism 4 3(O)
Votes Level
1. accountability 6 4(R)
2. ethics 5 7(O)
3. excellence 5 3(I)
4. leadership 5 6(O)
5. clarity 4 5(O)
6. commitment 4 5(I)
7. continuous learning 4 4(O)
8. inclusiveness 4 4(R)
9. information sharing 4 4(O)
10. mission focus 4 4(O)
11. teamwork 4 4(R)
12. trust 4 5(R)
Votes Level
Client Service Committee (13)
Personal Values Level Current Culture Values
Level Desired Culture Values
Level
Ethics 7 Cooperation 5 Ethics 7Making a Difference 6 Commitment 5 Leadership 6Leadership 6 Information Sharing 4 Clarity 5Integrity 5 Teamwork 4 Commitment 5Honesty 5 Goal Orientation 4 Trust 5Positive Attitude 5 Adaptability 4 Accountability 4Humour /Fun 5 Achievement 3 Continuous Learning 4Balance (Home/Work) 4 Professionalism 3 Inclusiveness 4Achievement 3 Respect 2 Information Sharing 4Excellence 3 Customer Satisfaction 2 Mission Focus 4Family 2 Open Communication 2 Teamwork 4Respect 2 Excellence 3
Selecting Values and Behaviour
Voting process – 2 rounds to identify reasons for selection Create 3 measureable behaviours for each valueDevelop an action plan to support implementation of the behaviours
Entropy 13%Entropy 25% Entropy 19% Entropy 17% Entropy 14%
Nedbank: Current Culture Evolution
1. cost-consciousness2. profit 3. accountability 4. community involvement 5. client-driven 6. process-driven7. bureaucracy (L)8. results orientation 9. client satisfaction10. silo mentality (L)
20052005
1. cost-consciousness2. accountability 3. client-driven 4. client satisfaction 5. results orientation 6. performance driven7. profit8. bureaucracy (L)9. teamwork 10. community involvement
20062006
1. client-driven 2. accountability 3. client satisfaction 4. cost-consciousness5. community involvement6. performance driven 7. profit8. achievement9. being the best 10. results orientation
20072007 20082008
1. accountability2. client-driven 3. client satisfaction 4. community involvement 5. achievement6. cost-consciousness7. teamwork8. performance driven9. being the best 10. delivery
20092009
1. accountability2. client-driven 3. client satisfaction 4. cost-consciousness5. community involvement 6. achievement7. teamwork 8. employee recognition 9. being the best10. performance driven
5 matches4 matches4 matches3 matches 6 matches
Organizational transformation begins with
the personal transformation of the leaders.
Organisations don’t transform. People do.
New theories of organizational success
The Leader and the Values
Leadership style accounts for 70% of emotional tone which determines 30% of business performance
FoE* Leadership knows that extraordinary confidence in employees causes them to perform extraordinarily – t rise above, surpass, exceed and excel.
Employees so regarded rise to levels of performance well above those of their peers in companies where employees still sweat under the heels of command and control.
FoE* - Firms of Endearment, How World Class Companies Profit from Passion and Purpose, 2007
Human systems – Four quadrants
IndividualIndividual
CollectiveCollective
InternalInternal ExternalExternal
Individual values and beliefs
Individual behaviors
Culture
Group values and beliefs
Social Structures
Group behaviors
Values Alignment
Mission Alignment
Structural Alignment
Personal Alignment
Group Cohesion – Capacity for Collective ActionGroup Cohesion – Capacity for Collective Action
When Leaders Transform, the Organization Transforms
11
33
22
44
Wilber’s Four Quadrants
When leaders change their beliefs and values (1), their behaviours change (2).
This influences the culture of the group (3), which in turn changes the behaviours of the group (4).
Stages in the Development of Leadership Consciousness
Wisdom/VisionarySERVICE TO HUMANITY AND THE PLANETSocial responsibility, future generations, long-term perspective, ethics, compassion, humility
Partner/MentorCOLLABORATION WITH PARTNERSStrategic alliances, community involvement, environmental stewardship, coaching, mentoring
Integrator/InspirerINTERNAL COHESIONShared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency
Facilitator/InfluencerCONTINUOUS RENWAL AND LEARNINGAccountability, adaptability, empowerment, teamwork, innovation, delegation, personal growth
Manager/OrganizerHIGH PERFORMANCESystems, processes, company pride, quality, best practices,
CommunicatorRELATIONSHIPSEmployee recognition, employee and customer loyalty,conflict resolution
Financial ManagerFINANCIAL STABILITYProfit, compliance, shareholder value, employee health and safety
Positive Focus / Excessive Focus
Control, Greed
Manipulation, Blame
Power, Status,
Leadership Values Assessment
360 ° Assessment
The Leadership Values Assessment
supports CEO's and senior executives in
broadening and strengthening their
leadership skills.
The assessment highlights the issues that
an individual needs to address in order
achieve their potential and/or grow as a
leader.
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Rebecca's Values Assessors' Top 11 Values
Matches 1
Rebecca Doe
balance (home/work) Level 4
clarity Level 5
continuous learning Level 4
employee fulfillment Level 6
excellence Level 3
fairness Level 5
initiative Level 4
personal development Level 4
respect Level 2
teamwork Level 4
Orange = Values match P = Positive I = IndividualL = Potentially Limiting R = Relationship
(white circle) O = Organizational
Leadership Values Plot Copyright 2008 Barrett Values Centre August 2008
ambitious Level 3
commitment Level 5
goals orientation Level 4
Image (L) Level 3
positive attitude Level 5
reliable Level 3
efficiency Level 3
results orientation Level 3
teamwork Level 4
achievement Level 3
internally competitive (L) Level 2
PL = 10-0 | IRO (P) =5-3-2 | IRO (L) = 0-0-0 PL = 9-2 | IRO (P) = 5-2-2 | IRO (L) = 1-1-0
Whole System Change – Preparation Phase
Whole System Change – Implementation Phase
Benefits: A Clear Roadmap
A collective view of your values Shifts the dialogue from us/them to we
A shared vision for moving forward
Identifies strengths of your organization Allows you to build on and foster the positives
A quantitative health index Names what is causing waste and energy drain Antidote is provided
Identifies alignment/misalignment Points to what you need to do to create the desired
culture
The ABC’s of High Performing Cultures
Awareness
Sample of Government/Utility Clients
Mackay Local Government AustraliaState Government Victoria AustraliaState Government of Western AustraliaErgon Energy AustraliaDelfzijl City Council NetherlandsGroningen Council NetherlandsUithoorn Council NetherlandsVlagtwedde Commune SwedenHuddinge Commune SwedenKungalv Commune SwedenLantmateriet Commune SwedenVatenfall SwedenSpe Luminuous BelgiumIndaver BelgiumCeznet Czech Republic
Public Works and Government Services Canada British Colombia Hydro CanadaOntario Power Generation CanadaNova Scotia Local Government CanadaBrownsville Public Utilities USAGrand Rapids Public Utilities USACity of Austin Power USANorth Western Energy USAKnox City Council USADurham County Council UK South Gloucestershire County Council UKBath City Council UK Oldham City Council UKNational Grid Facilities UK
Insights and Reactions
Question 1:
What key insights or messages resonated for you in this workshop?
Question 2:
What are your reactions to the Cultural Values Assessment (CVA)?
Question 3:
How can you see the CVA being implemented?
Question 4:
What are the next steps?
Managers are the creators and carriers of corporate culture. They translate the principles and goals of renewal into the realities of daily work.
Bibliography
Building a Values-Driven Organization. A Whole System Approach to Cultural Transformation. (2006) Richard Barrett
Firms of Endearment. How World-Class Companies PROFIT from Passion and Purpose. (2007) Raj Sisoda, Jag Sheth David B. Wolfe
Websites for information on the Barrett’s Cultural Transformation Tools: www.valuescentre.comwww.valuesjournal.com
Post Workshop Questionnaire