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Webinar: lead your culture deck with poll question answer
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Chairman and CEO of Stuart Levine & Associates LLC, a management consulting firm for governance, strategic thinking and C-Suite leadership and Chairman and CEO of EduLeader LLC, an online digital learning company
NACD Governance Fellow and was twice awarded the top 100 director by this organization
Board governance expert, currently serving on the board of Broadridge Financial Solutions, as Chairman of Governance and Nominating Committee and member of the Audit Committee
Best-selling author of three leadership books published in 37 countries with over 1.2 million hard copies sold and his monthly thought-leadership articles are published in Forbes and The Credit Union Times
“The Six Fundamentalsof Success”
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Chief Human Resources Officer at Bill & Melinda Gates Foundation, leading the global HR function in creating a climate where employees thrive professionally and personally in support of the foundation’s mission
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OUR PROMISE
“I believe that energized people, working well together, fueled by great leadership
in an environment in which they thrive, will do phenomenal things no matter
what challenges come our way. And for us, that translates into both more
opportunity for the poorest and most marginalized people, and lives saved”.
Sue Desmond-Hellmann
CEO Bill & Melinda Gates Foundation
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A Center for Creative Leadership framework based on extensive research in the field of building high-
performing teams and cultures…
THE THREE OUTCOMES OF HIGH PERFORMANCE CULTURES
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CREATING A CULTURE BUILT FOR IMPACT AND RESULTS
SHARED EXPECTATIONS OWNERSHIP & ACCOUNTABILITY GREATER IMPACT
Four AgreementsTimely agreements in support of
timeless values
Social Reinforcement
Leader-led and peer-to-peer
Walk the talk
Feedback
Recognition
Consequences
Leadership PrinciplesIn conjunction with the Four Agreements
Structural Levers
Manager Levers
Select people who will evolve our
emerging culture
Develop self & others
Incent and recognize behaviors
Systems Levers
Governance to define decision
rights & accountabilities
Build culture aligned processes
and tools to evolve how we work
Communicate to reinforce,
celebrate & sustain progress
THEORY OF CHANGE
Increased Direction,
Alignment &
Commitment to
Execute our Collective
Strategies
Inside-Out(mindsets & behaviors)
Outside-In(systems & processes)
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WHY COMMITMENTS MATTER IN LEADING CULTURE
Culture wins over the best strategy…every time
Culture doesn’t change without behavior shifts
Leading culture is personal; you can’t ask
anyone to do what you’re not willing to do first.
Lacking strong external accountability for
change, leaders create the conditions of
accountability via their personal commitments.
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MEASURING OUR PROGRESS TOWARD IMPACT
% FAVORABLE
SHOW RESPECT
Differing opinions are openly discussed in reaching decisions
in my workgroup.70%
Our foundation has an environment that encourages open,
honest, and respectful conversations in pursuit of our goals. 55%
Our foundation is placing sufficient emphasis on building an
inclusive workforce.55%
2016 Total Favorability:
2017 Target:60%
>60%
BE TRANSPARENT
We agree on what we should be aiming to accomplish
together.70%
I know how I am performing against the expectations of me.75%
There is effective sharing of information across teams with
related goals, such as matrixed teams. 35%
2016 Total Favorability:
2017 Target:60%
>60%
% FAVORABLE
OFFER TRUST
I feel empowered to get the work done for which I am
responsible.81%
Our foundation has established a climate where innovative
ideas can fail without penalty to the originating person or
group.36%
Too many approvals are required for routine decisions in our
organization.23%
2016 Total Favorability:
2017 Target:46%
>46%
CREATE ENERGY
I am able to sustain the energy I need over time.59%
When I do a great job, my work is recognized. 70%
People in my workgroup are encouraged to come up with
innovative solutions to work-related problems. 78%
2016 Total Favorability:
2017 Target:69%
>69%
70% or above represents an emerging strength. Data to be collected in Feb & Jul for years 2017/2018
% FAVORABLE
DIRECTION
We agree on what we should be aiming to accomplish together. 70%
We understand what success looks like for our foundation. 55%
ALIGNMENT
People in different roles or functions coordinate their work effectively. 43%
While individuals take on different tasks, our combined work across the
foundation fits together.62%
COMMITMENT
We take responsibility for the welfare of the foundation. 74%
We make the success of the foundation — not just our respective programs —
a priority.52%
I am able to sustain the level of energy I need over time. 59%
…we’ll increase the direction, alignment, and commitment required to make a greater impact on the world.
By focusing on these timely agreements aligned to our values…
CLEAR EXPECTATIONS GREATER IMPACT
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CEO SCORECARD
COMMITMENT ACTION MEASURE
ENSURE STRATEGIC
ALIGNMENT OF
ORGANIZATIONAL
CAPACITY TO DELIVER ON
OUR GLOBAL MISSION
In collaboration with co-chairs, secure agreements on the
vision, mission and strategies of the foundation with defined
accountabilities.
Provide clear direction to the organization that reinforces
short-term and longer-term responsibilities.
Determine the alignment of available resources to deliver
measurable results to our global priorities.
BUILD A CULTURE
DESIGNED FOR IMPACT
AND RESULTS
Ensure the outcome of a “culture built for impact and results”
is our people have uncompromising commitment to their
contribution to our global mission and foundation.
Advance the Four Agreements and Three Leadership
Principles to increase the capacity to live our four values
(Optimism, Collaboration, Rigor, Innovation).
Deepen the organizations capacity for impact by
underscoring a continuous learning mindset that celebrates
diversity and our collective success.
ORGANIZATIONAL
LEADESHIP EMBRACING
OPERATIONAL
EXCELLENCE IN THE
FOUNDATIONS
GOVERNANCE
Institutionalize the management structures and processes
that are designed to ensure clear accountability and
transparency of decision making across the foundation.
Create greater sustainable improvements to the foundations
technology platforms, processes and data that strengthens
institutional impact to our global mission.
Increase the foundations competence with process
improvement to significantly advance the organizations
efficiency and effectiveness based on our values.
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