We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byRoland Mealing
Modified about 1 year ago
Leadership Development Strategies for Performance- Driving Cultures Metro DC ASTD Leadership Development Community September 11, 2014 © Peridona Strategies LLC
2 “How do we build organizations that deserve the extraordinary gifts that employees could bring to work?” – Gary Hamel, pioneer management thinker
How Culture is Defined © Peridona Strategies LLC 3 Visible & feelable structures & processes Observed behavior Ideals, goals, espoused values & aspirations Ideologies Rationalizations Unconscious, taken-for-granted beliefs and values Organizational culture is a product of social learning and develops from a shared history of problem solving and adapting to internal and external conditions. It is to a group what personality or character is to an individual. Credit: Model of Organizational Culture, Edgar Schein
How Culture is REALLY Defined © Peridona Strategies LLC 4 The way things REALLY work around here The way decisions are REALLY made The way communication REALLY happens The way promotions are REALLY earned and REALLY granted The people are REALLY treated every day
© Peridona Strategies LLC 5 “The culture of a company is the place where people are front and center, where the richness and complexity of human beings resides, where your humanity shines through. As such, it is the most powerful part of business. When it is consciously affirmed, nurtured, and developed over time, it becomes both a true differentiator and the ultimate competitive weapon.” – Walter Robb, Whole Foods co-CEO “A strong culture can help or hurt performance. Culture can account for up to half of the difference in operating profit between two organizations in the same business. Shaping culture is one of a leader’s most important jobs; it can be ignored, but only for so long at one’s peril.” – James Heskett, Harvard Business School
Four Principles of Conscious Capitalism Purpose: Beyond profits, the reason for existence Stakeholder Integration: Looking for synergies to create the ultimate win- win Conscious Leadership: Emotionally & spiritually mature; motivated by service; develop, mentor, inspire & lead by example Conscious Culture: Facilitates the continued growth of the individual and the organization © Peridona Strategies LLC 6
Conscious Culture: TACTILE Trust Accountability Caring Transparency Integrity Loyalty Egalitarianism © Peridona Strategies LLC 7
The HOW Report 36,280 employees in 18 countries Key findings: –Only 3% observed high-levels of self- governing behavior –Self-governing organizations out-perform others in every important outcome –C-suite employees are 3-8 times more likely to observe their organizations as self-governing –Trust, shared values and deep understanding of and commitment to purpose produce superior business performance © Peridona Strategies LLC 8 Credit: LRN
Three Cultural Archetypes © Peridona Strategies LLC 9 Blind ObedienceInformed AcquiescenceSelf-Governance Command & control Top-down leadership Coercion Rules & policing Transactional Short-term objectives Little focus on building enduring relationships with employees, customers or community 20 th century management Hierarchy & structure Control processes Employees follow rules, policies & procedures Believe management to be skilled Performance-based rewards & punishments Long-term goals important; often give way to short-term success Values-based Purpose & values inform decision-making & behaviors Act on basis of core set of principles Inspired to align around mission, purpose & definition of significance Employees strive to be leaders Focus on long-term legacy and endurance
Group Results © Peridona Strategies LLC 10
HOW We Know © Peridona Strategies LLC 11
HOW We Behave © Peridona Strategies LLC 12
HOW We Relate © Peridona Strategies LLC 13
HOW We Recognize © Peridona Strategies LLC 14
HOW We Pursue © Peridona Strategies LLC 15
Small Group Work What are the implications for leadership development for: –Leadership Development SMEs –Coaches –HR Leaders © Peridona Strategies LLC 16
Tenets of Leadership Development for the 21 st Century Foster leadership team unity Define, articulate and develop values Define what TACTILE looks like for your organization Help leaders see what values and TACTILE look like in action Partner with mid-level managers to develop high-performance teams Rethink definition of leadership– is everyone a leader? Use data to support transformation Recognize it is an unending journey; a way of being © Peridona Strategies LLC 17
Thank You! Paula Pierce, MS, PMP, BMC –CEO, Peridona Strategies LLC –Board Member, Conscious Capitalism DC com (o) © Peridona Strategies LLC 18
Learning Objectives 2.1 Describe the behaviors that differentiate a manager from a leader. 2.2 Identify the traits held by an effective leader. 2.3 Understand.
Chapter 7 Management and Leadership Ms. Baumgartner Business Essentials.
What Managers Do Managerial Activities Make decisions Allocate resources Direct activities of others to attain goals Managerial Activities Make decisions.
Denison Culture Survey Results Debrief and Action Planning Prepared by: Insert Your Name Here Insert Unit Name and/or Logo here.
Learning Objectives 9.1 Describe leading as a management function and explain how it differs from leadership. 9.2 Discuss the types of power a manager.
Leadership What is leadership? Leading people Influencing people Commanding people Guiding people.
Dr. Kenneth Kee/ Source: Covey, S. R. (2004), The 8 th Habit, From Effectiveness to Greatness, Simon & Schuster: Sydney. Reviewed and summarized.
Today we will be orienting ourselves to some of the principles and qualities we look for and try to exhibit as Leaders in NA. Specifically, we will look.
Tennessee Christian Medical Center. OUR MISSION “We exist to reflect the life and work of Christ and to assist spiritual, physical, and emotional healing.”
Leadership & Creating a Just Culture Nancy Fox. Punitive Culture The institutional model created a name, shame, blame culture Accountability for errors.
Beverly Begovich, Practice Leader Purposeful Senior Leader and Team Member Rounding Overview.
Strengthening Your HR Capacity The Government of Canada Perspective Margaret Van Amelsvoort-Thoms Executive Director, Office of the Chief HR Officer Government.
Developing and Using Institutional Plans. Christopher D. Lambert Associate Director of Commission Relations ACCSCT.
Civil Service HR HR Capability Framework. Purpose of the framework The HR capability framework sets out professional standards which Civil Service HR.
DMEM Centre for Strategic Manufacturing Team Performance Measurement Jill MacBryde & Kepa Mendibil Centre for Strategic Manufacturing University of Strathclyde,
VISION in ACTION by Pat Acosta LEADERSHIP Within the Movement! By Pat Acosta BSW Survivor to Advocate.
Introduction Tomorrows Workplace Project: Surrey Board of Trade partnered with SUCCESS to help business create solutions for a sustainable future Brings.
Chart Your Course to Business Success On Target Business Intensive: Session 1 March 27, 2012 Advisors On Target 1.
IIMCHL Team-Building Workshop Louis Rowitz, PhD Director.
Gainful Governance A Primer for Board Members. 2 Objectives At the end of the workshop you will know: The role, tasks & functions of a board Your role.
1Elsevier items and derived items © 2007 by Saunders, an imprint of Elsevier, Inc. Chapter 4 The Leadership Role of the Licensed Practical Nurse.
Civil Service HR HR Capability Framework. HR Capability and Professional Development Strategy To be successful, Civil Service HR needs to consist of a.
RC Survey Online Authorization Assessment Questions for Modules 1-5.
2 2 Leadership Development: Influencing Others without Authority Breakout Session #WC Name: Dr. Hany Malik Rodney Matsushima, Fellow Date: Monday,
The Need for Educational Change Bobby Ashley School Transformation Coach District and School Transformation Summer 2011 District and School Transformation.
Dream, Believe, Dare, DO! Prepared by: James J. Messina, Ph.D.
Learning Objectives 6.1 Explain the importance of mission, vision, and value statement and how they set the foundation for the planning process. 6.2 Describe.
Learning Objectives 7.1 Describe the organizing process and how formal and informal organizations differ. 7.2 Identify some common types of organizational.
Performance Management should include activities that ensure that goals are consistently being met in an efficient and effective manner, making best use.
Leadership Summit Larry Blackmer, Associate Superintendent of Schools, Michigan Conference of SDA of Schools, Michigan Conference of SDA.
© 2016 SlidePlayer.com Inc. All rights reserved.