Assessing and Transforming Leadership Culture
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Transcript of Assessing and Transforming Leadership Culture
What You Have – What You Want – How To Get It
a presentation brought to you by:
Sherry Perkins
Leadership Culture
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Sherry Perkins
•M.A. Organizational Development •30 Years Experience •Technology/Management/HR •Business Owner •Chair Waco WIB Alliance •SCORE Counselor •UOP Management Instructor
Vice President Enterprise Solutions Sales
imagine great people ®
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Client Highlights
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Business Services
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Technology Healthcare Energy & Utilities
Education & Government
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Diverse Base of Marquee Clients
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Clients We’ve Served
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• Define Corporate Culture • Identify Attributes of High
Performance Culture • Use Instruments to Isolate and
Transform Corporate Culture
Objectives
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Elements of Culture
What comes to your mind when you think
Organization Culture?
(Poll)
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Elements of Culture
1. Your History/Experience 2. Your Framework 3. Your Past and Current Assumptions 4. Your Customs/Rituals 5. Your Values and Beliefs
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Elements of Culture
1. Your view of the world 2. What you expect 3. Your written and unwritten rules 4. What you consider valid 5. Whom and what you respect
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Elements of Culture
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How Would You Describe Your Organization’s Culture
1. _______________________
2. _______________________ 3. _______________________
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What is the impact of culture on business results?
1. _______________________
2. _______________________ 3. _______________________
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Information Flow
Organizational Learning
Decision Making
Productivity / Sustainability
Innovation / Creativity
Culture
Culture
Culture
What is the impact of culture on business results?
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• Critical to organizational survival (Barney, 1986; Tichy, 1983).
• Single most important factor standing between success and failure. (Morgan, (1986).
Culture is…
Resources
Technology
Economic Climate
Political Climate
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Attitudes Behaviors / Practices
Learn Problem Solving
Recovery from Setbacks Manage Change
Resources
Technology
Economic Climate
Political Climate
Culture is…
Gareth Morgan. 1997. Images of Organization. Thousand Oaks, CA: Sage Publications
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Executive Assessment
1. High strung; don’t manage stress well.
2. Customer satisfaction is a major concern from a quality standpoint.
3. Sacrifice quality for production. 4. Impatient with each other; lots of
turf battles. 5. Play hard. They are social
butterflies, but parties seem to be riddled with rivalry and competition.
6. Some evidence of bullying.
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Requirements Scale Leader Team Comments
Follow Design Specifications
Inspect and Rework Failed
Parts
Ship Completed Parts for Quota
Negotiate Changes to Schedule
Manufacturing Team Analysis
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Jet Aircraft Engine Manufacturers Profiles Performance Indicator Team Analysis
= leader = Members #’s
1 2 3 4 1 2 3 4 1 2 3 4
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Scales That Influence Behavior
Scale I Scale II Scale III Scale IV
Control, Ambition, Results
Orientation
Social Influence, Positive Expectancy,
Expressiveness
Patience, Composure, Team Player
Precision, Analytical,
Quality Orientation
DOMINANCE INFLUENCE
STEADINESS
COMPLIANCE
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Team Analysis 1. High strung; don’t
manage stress well. 2. Customer satisfaction is
a major concern from a quality standpoint.
3. Sacrifice quality for production.
4. Impatient with each other; lots of turf battles.
5. They are social butterflies, but parties seem to be riddled with rivalry and competition.
6. Some evidence of bullying.
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Team Analysis 1. High strung; don’t
manage stress well. 2. Customer satisfaction is
a major concern from a quality standpoint.
3. Sacrifice quality for production.
4. Impatient with each other; lots of turf battles.
5. They are social butterflies, but parties seem to be riddled with rivalry and competition.
6. Some evidence of bullying.
www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
Requirements Scale Leader Team Comments
Follow Design Specifications
4 Weak Weak
Inspect and Rework Failed
Parts
4 Weak Weak
Ship Completed Parts for Quota
4/1 Weak Strong
Negotiate Changes to Schedule
3/1 Strong/Weak Strong/Weak
Manufacturing Team Analysis
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Jet Aircraft Manufacturers
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Jet Aircraft Manufacturers
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Jet Aircraft Manufacturers
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What Do We Need ?
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1 2 3 4
Jet Aircraft Engine Manufacturers
1 2 3 4 1 2 3 4
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Gareth Morgan. 1997. Images of Organization. Thousand Oaks, CA: Sage Publications
Creates and Recreates Itself
And Its Environment
More of an Organism
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What Do We Need
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1 2 3 4
Jet Aircraft Engine Manufacturers
1 2 3 4 1 2 3 4
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Seed for Greater Success
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INDIVIDUAL FOCUS Atmosphere for
Individual Growth Emphasis on Balanced
Lifestyle People are valued
TEAM Team Mentality
Open Communications Mutual Trust Among
Stakeholders
RESOURCES Sufficient Financial Resources
CULTURAL MINDSET Freedom to
Make Decisions Atmosphere Encourages
Risk-Taking
Effective Work Environments
Ann Todd Abel, Characteristics, Behaviors and Effective Work Environments, Dissertation, Retrieved from http://scholar.lib.vt.edu/theses/available/etd-11272000-234822/unrestricted/Abel.pdf
By Robert K. Greenleaf (1977)
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President
VP Operations
Finance Mfg Distribution
Product Development
VP Sales and Service
Sales Customer Service
Traditional Hierarchical Team
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Open-Systems Team Model (Pre-requisites)
Dr. Oscar Mink, Open Organization, 1979
Effective Communications
Clearly Understood Goals Member Authority and Accountability
Equal Reward for Team versus Individual Achievement
Decision Level at Lowest Level of
Competency
Members Who Are Capable and
Committed
Inspire Continuous Learning
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Argyris, C. (1978)
Double-Loop Learning
Retrieved from http://www.leadershipnow.com/leadingblog/2008/05/learning_requires_personal_res.html.
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The Denison Model – High Performance Culture (MICA)
• Adaptability • Code of the Road
• Involvement • Mission
Clearly Defined
Direction
Engagement, Group Pride
of Ownership
Response to Change
Values, Beliefs, Group Norms
Musselwhite, C. 2006. Building a High-Performance Culture Inc. Retrieved from http://www.inc.com/resources/leadership/articles/20060901/musselwhite.html
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Stages of Concern Model
Awareness
Informational
Personal
Management
Consequences
Collaboration or Implementation
Improve or Choose Better Solution
Scale 4 3 2 1
Concerns Based Adoption Model (CBAM), Hall and Rutherford (1979) Retrieved from http://www.techlearning.com/article/42264
Compliance Stability Influence Dominance
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Change Management Analysis
= leader = Members #’s
1 2 3 4 1 2 3 4 1 2 3 4
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Typical Challenges Relevant Attributes Team Analysis Cannot Recover From Setbacks v
Indecisive, Slow to Implement
Poor Team Morale and Lack of Engagement and Accountability
Power Struggles, Strife
Analysis Paralysis
Unexpressed expectations
GroupThink, Unable to Manage Consensus
Resistant to Change
Poor Leadership
Good Process Controls
Change Management Analysis
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Change Management Analysis Typical Challenges Relevant Attributes Team Analysis
Cannot Recover From Setbacks Positive Expectations, Composure
Low Composure, Positive Expectations
Indecisive, Slow to Implement Results Orientation, Patience, Precision
Results Oriented, Strong Patience & Precision
Poor Team Morale and Lack of Engagement and Accountability
Control, Social Influence, Team Player
Strong control, influential, strong team players
Power Struggles, Strife Results Orientation, Control High in control and results orientation
Analysis Paralysis Quality Orientation, Precision, Analytical
Low quality orientation, and analytical; good precision
Unexpressed expectations Expressiveness, Team Player, Low expressiveness, moderate team player
GroupThink, Unable to Manage Consensus
Expressiveness, Control, Results Orientation
High control, low expressive, high results orientation
Resistant to Change Patience, Precision, Analytical, Quality Orientation,
Good precision, low analytical, low quality orientation
Poor Leadership Control, Social Influence Low leader control and moderate influence
Good Process Controls Precision, Analytical, Quality Low quality orientation, and analytical; good precision
Questions?
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