THE IMPACT OF LEADERSHIP ON CULTURE AND PERFORMANCE€¦ · recognizing our own feelings and those...
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8/28/2019 1 THE IMPACT OF LEADERSHIP ON CULTURE AND PERFORMANCE THOMAS J. SULLIVAN, MPA | CONSULTANT, UPMC JOHN AMATO, MED | DIRECTOR OF TRAINING, FAMILYLINKS • Challenges We Face • Climate and Culture • Focus on Culture and How it Works o Types of Culture (Ideal vs. Current) o Factors that Drive/Shape the Culture o Impact of Culture on Outcomes • Leadership Impact AGENDA
Transcript of THE IMPACT OF LEADERSHIP ON CULTURE AND PERFORMANCE€¦ · recognizing our own feelings and those...
8/28/2019
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THE IMPACT OF LEADERSHIP ON CULTURE AND PERFORMANCE
THOMAS J. SULLIVAN, MPA | CONSULTANT, UPMCJOHN AMATO, MED | DIRECTOR OF TRAINING, FAMILYLINKS
• Challenges We Face• Climate and Culture• Focus on Culture and How it Works
o Types of Culture (Ideal vs. Current)o Factors that Drive/Shape the Cultureo Impact of Culture on Outcomes
• Leadership Impact
AGENDA
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PARTNER DISCUSSION
Challenges We FaceWhat are some of the challenges facing your organization today?
People We NeedWhat kinds of people (qualities/skills) do we need in order to meet our challenges?
Culture We NeedWhat kind of culture do we need?
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UNDERSTANDING CLIMATE AND CULTURE
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Climate
How it feels to work here; the mood or sense of things for people on the inside.
How people describe the atmosphere or ambience of the program, department, or organization.
Describing Climate(How does it feel)
StormyAnxious
ColdFrustrated
SluggishSeparate
Disengaged Distant
Hesitant Reluctant Unskilled
Unproductive Guarded
Closed Indifferent
CalmContentWarmSatisfiedEnergeticConnectedEngagedCloseConfidentEagerCapableProductiveTrustingOpenInterested
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Culture
How people are expected to do things around here.
The spoken and unspoken behavioral norms that guide the way people should interact with one another and how they should approach their work.
When assessing culture, think about . . .
• The industry, nature of the work, current challenges
• Mission, vision and values
• Business imperatives/priorities; goals and priorities
• The types of behaviors that are encouraged and rewarded
• The types of behaviors frowned upon or criticized
• The personal work styles of its leaders and members
• Policies, procedures, systems, structures
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HOW DOES CULTURE WORK?
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How Culture Works
Copyright 1997 R. A. Cooke; circumplex copyright 1987 Human Synergistics International, Inc.
Copyright 1999 Human Synergistics International. All Rights Reserved.
MissionValues
StrategicGoals
Individual
Role clarity, Motivation,
Satisfaction, Retention
Team
Teamwork, cooperation,
coordination, quality
Organization
Adaptability, sustainability,
profitability
Philosophy/Values
Structures, Systems, Policies
Procedures
Communication and Influence
Human Resource Management
Job Design and Goal Setting
Leadership and Bases of Power
IdealCulture
Antecedents
Causal Factors (Levers for Change)
Actual Operating
CultureOutcomes
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ConstructiveStylesMembers are encouraged to interact with others and approach their work in ways that will help everyone to meet their higher‐order satisfaction needs.
Achievement– pursuing a standard of excellence; setting goals, discussing alternatives, and sticking to the taskSelf‐Actualizing– optimistic and interested; questioning conformity; offering different ideas without hesitationHumanistic‐Encouraging– providing others with assistance and support; building on suggestions and ideas; maximizing participationAffiliative– cooperative and friendly; communicating openly; valuing people and relationships
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Passive‐DefensiveStylesMembers believe they must interact with people in passive-defensive ways so not threaten their own or anyone else’s security.
Approval– concerned with being accepted; “going along” to “get along”; self-doubts regarding decisions
Conventional– being constrained; ideas are conservative and predictable; rules are more important than ideas
Dependent– reluctance to take on leadership roles; relying on others for direction; unwilling to act without permission
Avoidance– reluctance to suggest ideas; non-committal to a solution; taking few chances; waiting for others to act first; avoiding conflict
Aggressive‐DefensiveStylesMembers are expected to approach work in forceful ways to protect their status and security
Oppositional– confrontational; opposing new ideas and/or safe ideas; looking for flaws in everything
Power– assertive, aggressive, acting forcefully; refusing to compromise
Competitive– needing to win and look good; maintaining image of superiority; making everything a contest
Perfectionistic– never appearing to make a mistake; getting hung up on minor issues; never being completely satisfied with a solution
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PARTNER DISCUSSION
Challenges We FaceWhat are some of the challenges facing your organization today?
People We NeedWhat kinds of people (qualities/skills) do we need in order to meet our challenges?
Culture We NeedWhat kind of culture do we need?
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Your Ideal Culture
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Highly Effective Culture
Less Effective Culture
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Ideal Culture ProfileData from 5 organizations:
Military Defense
Air Force Base Navy Yard
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FemaleN=5014
MaleN=5325
21 - 29 30 - 39
40 - 49 50 - 59
Ideal Culture (Age)
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How Culture Works
Copyright 1997 R. A. Cooke; circumplex copyright 1987 Human Synergistics International, Inc.
Copyright 1999 Human Synergistics International. All Rights Reserved.
MissionValues
StrategicGoals
Individual
Role clarity, Motivation,
Satisfaction, Retention
Team
Teamwork, cooperation,
coordination, quality
Organization
Adaptability, sustainability,
profitability
Philosophy/Values
Structures, Systems, Policies
Procedures
Communication and Influence
Human Resource Management
Job Design and Goal Setting
Leadership and Bases of Power
IdealCulture
Antecedents
Causal Factors (Levers for Change)
Actual Operating
CultureOutcomes
Your Current Operating Culture
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Current CultureAll Respondents
State Government Employees
Ideal CultureAll Respondents
Current versus Ideal Culture
CurrentIdeal
U.S. County Government AgencyDepartment of Aging
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• Action/achievement-oriented
• Willing to take on challenging tasks
• Able to set and achieve realistic goals
• Willing to experiment and learn
• Creative problem-solver & objective thinker
• Receptive to new ideas and change
• Trusts and supports others
• Role models; willing to teach
• Praises and recognizes others
• Cooperative team-player
• Friendly, considerate
• Genuine concern for people
PEOPLE WE NEED
Achievement
Self-Actualizing
Humanistic Encouraging
Affiliative
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How Culture Works
Copyright 1997 R. A. Cooke; circumplex copyright 1987 Human Synergistics International, Inc.
Copyright 1999 Human Synergistics International. All Rights Reserved.
MissionValues
StrategicGoals
Individual
Role clarity, Motivation,
Satisfaction, Retention
Team
Teamwork, cooperation,
coordination, quality
Organization
Adaptability, sustainability,
profitability
Philosophy/Values
Structures, Systems, Policies
Procedures
Communication and Influence
Human Resource Management
Job Design and Goal Setting
Leadership and Bases of Power
IdealCulture
Antecedents
Causal Factors (Levers for Change)
Actual Operating
CultureOutcomes
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OUTCOMESConstructive companies …
• consist of highly satisfied and motivated employees (see below)
• show high levels of production quality (Victoria University of Wellington)
• generate more revenue (Coca-Cola Research Council)
• are financially successful (Harvard University,)
• experience sales growth due to good customer service (Temple University)
• satisfy clients/patients (University of Illinois at Chicago,
• win prizes for business excellence (Human Syneristics)
Based on the Human Synergistics circumplex, 75,000 data sets clearly show that satisfaction is the result of constructive corporate cultures.
‘1. Not at all’ or ‘2. slight’N = 12916
‘3. moderate’
N = 22362
‘4. great’ or ‘5. very great’
N = 42046
Goal Setting
Goals that are clear, challenging and collaborative profiled againstless effective goals and goal setting
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(blue line) Clear Goals(shaded area) Less Effective Goals
Key:
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Reward vs. Punishment
Organizations emphasizing rewards profiled against those emphasizing punishment.
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(blue line) Rewards(shaded area) Punishment
Key:
Quality of Customer Service
Superior customer service profiled against poor customer service
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(blue line) Superior Service(shaded area) Poor Service
Key:
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Role Conflict
Low role conflict and stress profiled againsthigh role conflict and stress
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(blue line) Low Role Conflict(shaded area) High Role Conflict
Key:
Satisfaction
High job satisfaction profiled against low job satisfaction employees
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(blue line) High Satisfaction(shaded area) Low Satisfaction
Key:
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Quality Improvement
High commitment and satisfaction with quality improvement profiled againstlow commitment and satisfaction
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(blue line) High Commitment(shaded area) Low Commitment
Key:
PARTNER DISCUSSION
Challenges We FaceWhat are some of the challenges facing your organization today?
People We NeedWhat kinds of people (qualities/skills) do we need in order to meet our challenges?
Culture We NeedWhat kind of culture do we need?
Leadership We NeedWhat kind of leadership do we need?
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• Action/achievement-oriented• Willing to take on challenging tasks• Able to set & achieve realistic goals
• Willing to experiment and learn• Creative problem-solver• Receptive to new ideas and change
• Cooperative team-player• Friendly, considerate• Genuine concern for people
• Connected to mission/purpose• Love what they do• Life-long learners
PEOPLE WE NEED
Motivates others to set challenging goals, sets plans to reach those goals, and pursue them with enthusiasm.
Inspires others to think out of the box, take calculated risks, help those around them to adapt to change and develop
Encourages others to treat people with respect, be sensitive to their needs, and interact in friendly and cooperative ways.
Stimulates others to gain meaning and enjoyment from their work, develop themselves,
LEADERSHIP WE NEED
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Constructive Leadership Styles that Bring out the Best in People
• Achievement Style – motivates others to set challenging but realistic goals, establish plans to reach those goals, and pursue them with enthusiasm.
• Humanistic/Encouraging Style – motivates others to be supportive of people, help those around them to learn and develop, and provide positive feedback.
• Affiliative Style – encourages others to treat people with respect, be sensitive to the needs of others, and interact in friendly and cooperative ways.
• Self-Actualization Style – encouraging others to gain meaning and enjoyment from their work, develop themselves, and approach everything with interest and creativity.
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EMOTIONAL INTELLIGENCE
• Emotional Intelligence refers to the capacity for recognizing our own feelings and those of others, for motivating ourselves and for managing emotions well in ourselves and in our relationships.”
• Goleman, 1995
“The Neuro-anatomy of Leadership ““Why is it somedays I feel my head is going to explode!!”
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Amygdala
EmotionalStimulus
EmotionalResponse
Long Route30 – 40 milliseconds
HijackedRoute
12 milliseconds
SensoryThalamus
Sensory Cortex Hippocampus
EMOTIONS ARE CONTAGIOUS
• The brain has an ‘open loop’ system.
• We are ‘wired’ to pick up subtle clues from one another.
• Resonance is contagious…so is dissonance.
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Emotional IntelligenceAnyone can become angry -- that is easy. But to be angry with the right
person, to the right degree, at the right time, for the right purpose, and in the right way-that is not easy.
~Aristotle
GOLEMAN’S MODEL
Social Awareness
Relationship Management
Self
Management
Self Awareness
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Self-AwarenessSelf-awareness means having a deep understanding of one’s
emotions…how their feelings affect them, other people and their job performance…
~Daniel Goleman
EMOTIONAL SELF-AWARENESS
• The ability to recognize your own emotions and their effects, to identify how you react to cues in the environment, and to understand how your emotions affect your overall performance.
• Learn to “tune-in” to your emotions – they can give you valid information about your responses to stressful situations.
• Without self-awareness, our emotions can blind us and guide us to do things or to become people we really don’t want to be.
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Self-ManagementSelf-management, which is like an on-going inner conversation, is the
component of EI that frees us from being prisoners of our feelings. People engaged in such a conversation…find ways to control (emotional impulses) and even to channel (emotions ) in useful ways…
~Daniel Goleman
EMOTIONAL SELF-CONTROL
• Leaders with good self-control skills stay calm and clear-headed while under stress or during a crisis and maintain emotional balance.
• Self-management is the ability to understand your emotions and then use that understanding to turn situations to your benefit.
• Self-management is also the ability to use your feelings to reason well and act intentionally.
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Social AwarenessOnce we have become more honest and intentional with our emotions, it is
time to look outward. Emotional intelligence is about tuning into our own feelings as well as the feelings of those around us: learning to see things from another person’s perspective so that we can relate to them better.
~Goleman
SOCIAL AWARENESS: EMPATHY
• Leaders who can understand unspoken emotions within an individual or group:
o Are attentive to emotional cues and listen well
o Accurately read people’s moods or nonverbal cues
o Respect and relate well to people of diverse backgrounds
o Shows sensitivity and understand of others’ perspectives
o Help out based on understanding other people’s needs and feelings
• Remember: Understanding is not the same as agreeing.
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Relationship ManagementMastering the abilities of self-awareness, self-regulation, self-motivation and
empathy pave the way for attaining a greater skill in handling relationships. In order to be effective in relationships, we need to bring these skills together to become “socially intelligent.”
~ Goleman
MANAGING RELATIONSHIPS
• Heart of successful leadership it the value we place on relationship.
• Why is this important?
o Effective leaders understand what it takes to establish and maintain relationship.
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Leadership & Emotional Intelligence“Leaders influence the team’s emotions. The team's emotions drive
overall performance.”
~ Robert G. Jerus
RESONANT LEADERSHIP
• Delivers the message authentically and from own values and resonates with the emotions of those around them.
• The more resonance, the less ‘static’ in interactions.
• Resonant leadership helps team stay focused and optimistic even amid formidable change.
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DISSONANT LEADERSHIP…
• Occurs when the leader is out of touch with the people in the room.
• Often lacks empathy.
• Dissonance can range from the obvious tyrant who bawls out and humiliates people to the “dementors” who unwittingly drain hope and happiness out of those around them.
• “Dementors” may be successful short term, but they leave behind a toxic environment.
RESONANCE SKILLS
• Style 1 –Visionary
o inspires people by focusing on long-term goals.
• Style 2 – Coaching
o helps people assume responsibility for a stretch of the road that leads to the organization's success.
• Style 3 – Affiliative
o creates a warm, people-focused working atmosphere.
• Style 4 – Democratic
o obtains input and commitments from everyone in the group.
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WORKING IN A CULTURE THAT IS DISSONANT
• Blood pressure increases
• Large musclesprepare to fight or run
• Brain shuts down non-essential neural circuits
• Less open, flexibleand creative
Hormones activated:CORTICOSTEROIDS
• Leads to reduction in healthy immune system
• Inhibits creation of newneurons
• Over stimulates olderneurons leading to
shrinkage of neurons
RESULTS:
• Brain losescapability to learn
• We feel anxious,nervous, evendepressed
• Perceive thingspeople say or doas threateningand negative
• More stressis aroused
Stressarouses the
SYMPATHETICNERVOUSSYSTEM
When employeeled by a
Dissonant leaderSTRESS
Hormones activated:EPINEPHRINE &
NOREPINEPHRINE
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IMPACT ON OTHERS PROFILES
Effective/Successful Leaders(n=20)
Ineffective/Unsuccessful Leaders(n=23)
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Impact of Resonant versus Dissonant Leaders
Resonant Leaders(n=20)
Dissonant Leaders(n=19)
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“No job is more vital than that of the manager. It is the manager who determines whether our organizations serve us well or whether they squander our talents and resources.”
Henry MintzbergThe Manager’s Job: Folklore and Fact
Harvard Business Review
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CULTURE ROADMAPA ROADMAP FOR BUILDING YOUR PERFORMANCE CULTURE
1. Challenges You FaceClarify strategic plans, intents, goals, business imperatives
2. People You NeedDefine the skillsets, traits, competencies that are critical to meeting those challenges
3. Culture We NeedClarify the type of culture that will attract, develop and retain the kinds of people you need.
4. Leadership RequiredDefine the type of leadership that will create and sustain your ideal culture.
5. Assess Your Culture and LeadershipIdentify the strengths and gaps (ideal versus current state)
6. Identify Levers for Change
