Culture Shift-Leanne Douglas, Senior Manager, MNP

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Agenda

1. Why assess culture?2. How to assess culture3. Applying what you learn through culture

assessment4. Q&A

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1. Learn how culture affects an organization’s identity and helps (or hinders) attracting and retaining talent.

2. Discover the connection between culture and organizational results.

3. Learn how to approach a culture shift.

Goals for this session

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WHY ASSESS CULTURE?

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What is Culture?

Culture = Values, beliefs, assumptions, unwritten rules

Culture Behaviours

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Your Culture is Self-Reinforcing!

Culture

Success

Who is successful

Leaders

..defines…

..determines…..selected to be…

..reinforce…

Based on the AIM methodology

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Your Culture is Self-Reinforcing!

CultureChange

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Why intentionally manage culture?

Current Culture

Transition

Desired Culture

Targeted &managed change

Off Track

Off Track

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Getting culture right: start with the right behaviours

Getting the culture “right” starts with defining the behaviours that align with your organization’s purpose and

goals

Customer-Centred

Risk-IntelligentInnovative

Courageous Collaborative

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The cost of NOT getting the culture right is clear…

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Companies focused on culture have 67%

less turnover

About 70% of employees are not engaged and 14% are actively dis-

engaged

Companies focused on culture see 37% less absenteeism

95% of potential hires believe that culture is more important than

compensation

The Talent Board found that 41% of all candidates search for information about a company culture before they apply.

Based on The Talent Board, 2012 Gallup and James Haskett research

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ASSESSING YOUR ORGANIZATION'S CULTURE

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A tale of culture: Meet Janine

• The company is trying to create a more customer-focused culture to improve customer satisfaction and increase revenues.

• Janine is a long-time employee who likes her job, and is a top performer.

• Janine is well-known by her peers and leaders for strong skills in monitoring and documenting her clients’ progress.

• The company’s change will need Janine to share ‘ownership’ of clients with a team of her peers.

Case manager for a national insurance provider

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• Carry out the action plan• Define a sustainable process

for ongoing assessment, planning, and further reinforcement

• Determine roots of current culture, culture shift priorities, and interim cultural milestones

• Develop measurable goals, strategies, and action plan

• Promote awareness and developcompetencies for culture

assessment and change

How to manage culture shifts

Four-stage cycle for cultural transformation

Define the shift

Create an action plan

Share the vision

Reinforce the shift

and assess progress

• Communicate desired culture shift

• Share success stories and communicate ongoing need for change

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Assessment Options:Formal Assessments – OCAI

• Based on the competing values framework

Diagnosing and Changing Organizational CultureCameron & Quinn

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Using what you have

• Employee engagement survey

• Customer Survey• Employer of choice survey

(like ‘Best Employer in Canada’)

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Participative Assessment

Desired Culture

Current Culture

Strategies

Gap Ways of closing the gap

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Participative Assessment

Consider:• Norms• Leadership style• Acceptable behaviours• Decision-making styles• Accountability to follow through• Communication flows/patterns• Cross-boundary support• How power is used/shared• What gets rewarded/punished• Quality of working

relationships

• Handling of emotions• Position and level privileges• Performance expectations• Handling of mistakes• Political dynamics• Traditions/rituals/stories/myths• How rumours are handled• Openness to learning and

feedback

Culture Indicators, Linda Ackerman

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A tale of culture: How do we help Janine?

Current Culture• One-to-one client relationship• Focus on what is documented

Desired Culture• Teams serving client needs• Flexibility in what is considered the ‘right’

client response

Filling the Gap• Leaders need to: stop doing file audits

and start facilitating collaborative discussion

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• Take a moment to think about your organization’s culture– What is one behaviour that isn’t well

aligned with your organization’s goals?– How could behaviour be changed?

Exercise

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APPLYING WHAT YOU LEARN

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Keys to Success

Keys for all approaches: Strong facilitation Participation of all key stakeholders Validation outside of working group Honesty, transparency and frankness Commitment to supporting strategies

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• Carry out the action plan• Define a sustainable process

for ongoing assessment, planning, and further reinforcement

• Determine roots of current culture, culture shift priorities, and interim cultural milestones

• Develop measurable goals, strategies, and action plan

• Promote awareness and developcompetencies for culture

assessment and change

Develop a plan

Four-stage cycle for cultural transformation

Define the shift

Create an action plan

Share the vision

Reinforce the shift

and assess progress

• Communicate desired culture shift

• Share success stories and communicate ongoing need for change

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Manage resistance

© IMA Worldwide

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Applying what you learn

Expressed (x1)

Modelled (x2)

Reinforced (x3)

• Townhalls• Presentations• Newsletters• Training

• Decisions• Priorities• Resource

allocation• Daily behaviour

• Recognition• Promotions• Rewards• Consequences• Metrics

Based on AIM methodology

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THANK YOU!

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Any questions?

Resource List:Diagnosing and Changing Organizational Culture (Kim Cameron &

Robert Quinn)

The Change Leader's Roadmap: How to Navigate Your Organization's Transformation (Linda Ackerman Anderson, Dean Anderson)

www.imaworldwide/blog (Don Harrison)

Speaker Contact Information:Leanne Douglas, Senior ManagerMNPLeanne.Douglas@mnp.ca204.788.6092

www.mnpconsulting.cawww.linkedin.com/in/leannedouglas