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October 12, 2012 Creating a Vibrant Organizational Culture.

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Presentation on theme: "October 12, 2012 Creating a Vibrant Organizational Culture."— Presentation transcript:

1 October 12, 2012 Creating a Vibrant Organizational Culture

2 22 What Words Describe Your Librarys Culture?

3 3 A culture of... negativity mediocrity trust mistrust apathy integrity mutual support teamwork service to others commitment innovation risk aversion complacency insolence ambition levity respect silos criticism insecurity fear freedom earnestness fun opportunity survival competition contempt individualism suspicion conflict affirmation encouragement efficiency dedication hard work perseverance excellence tension serenity accountability energy youth excitement enthusiasm boredom stagnation empathy achievement bureaucracy stagnation arbitrariness secrecy open communication candor stifled communication straight talk honesty empowerment moderation balance success complacency proactivity resourcefulness accuracy speed creativity extravagance

4 4 How important is a healthy organizational culture? If you get the culture right, most of the other stuff like great customer service, or building a great long- term brand, or passionate employees and customers will happen naturally on its own. Tony Hsieh, CEO

5 5 Culture eats strategy for breakfast. Amateurs talk strategy; the professionals focus on tactics; and superstars concentrate on culture. Superstars focus on culture because a companys culture will determine if the company will successfully execute its strategy and tactics. Jerry Rawls, Chairman of the Board

6 6 How vibrant is your librarys culture?

7 7 Signs You May Need a Culture Shift 1.Difficulty 2.Direction 3.Deployment 4.Development

8 8 My message for business leaders is always, if you want to be more innovative, if you want to be more competitive, if you want to grow, you cant just think about what your next products going to be or what your technologys going to be. Tim Brown, CEO & President The world is changing so dramatically today that hardly any organization is set up for the future. And so if we cant change our cultures, then essentially were accepting that the organizations we have today will disappear and other ones will emerge to replace it. You have to think about the culture that youre going to build that allows you to do this over and over and over again. ….

9 9 JPLs Experience 9

10 10 destination:LEADERSHIP 1. Model the Way 2. Inspire a Shared Vision 3. Challenge the Process 4. Enable Others to Act 5. Encourage the Heart

11 11 Stating the Obvious You cannot merely announce what you want people to do differently and then sit back and expect them to do it.

12 12 What it takes to shift the culture The most difficult organizational attribute to change. -- Edgar Schein extremely difficult but cultures can be changed. -- Martins & Martins

13 13 miracle diet 13

14 14 all in - jaguars 14

15 15 all in - poker

16 16 How Do We Get From Here to There? Experiences create Beliefs Beliefs create Actions Actions create Results If youre not happy with the results, change the experiences!

17 17 Plan from the Top What are the RESULTS we want? What ACTIONS will lead to those RESULTS? What BELIEFS will move employees to implement those ACTIONS? What EXPERIENCES will foster those BELIEFS?

18 18 Cant Skip [Experiences > Beliefs] Stage Too often leaders try to change the way people act without changing their beliefs about how we do things around here. As a result, they get: compliance, but not commitment involvement, but not investment progress, but not lasting performance

19 19 commitment memo 19 COMMITMENT MEMO Todays Date To: [your partner] From: Re: My Leadership Development Actions To continue improving my capabilities as a leader, I commit to take the following actions over the next twenty-one days: _________________________________________________ To get the process started, tomorrow morning I will take this first step: _________________________________________________ Sign your name: Phone number: address:

20 20 Example: Experiences drive beliefs. Cultural Belief at Everyone is a hands on contributor and feels comfortable sharing ideas and opinions.

21 21 Say Yes a lot. 21 Yes Yes yes yes YES yes YES Yes yes yes Yes yes yes YES yes YES yeS Yes yes yes YES yes YES yeS Yes yes yes YES yes YES

22 22 Six Guidelines for Cultural Change Cummings & Worley, Organization Development and Change (2004) 1.Formulate a clear vision of the culture to be inculcated. 2.Display top management commitment. 3.Model the culture at the highest level. 4.Modify the organization. 5.Select and socialize newcomers and terminate deviants. 6.Evaluate.* * not exactly Cummings & Worleys

23 23 1. Envision the Change 23 chanpipat / FreeDigitalPhotos.net

24 24 1. Envision the Change Start from a model. Leadership Challenge 10 Steps to a Learning Organization Five Dysfunctions of a Team Create your own. Pick a company you admire to model. 24

25 25 JPLs Program destination:LEADERSHIP Based on The Leadership Challenge, by James Kouzes and Barry Posner 1. Model the Way 2. Inspire a Shared Vision 3. Challenge the Process 4. Enable Others to Act 5. Encourage the Heart 25

26 26 Determine for yourself the traits you need to create a vibrant organizational culture. Collaborate Authentic Respectful Communication Shared Purpose Active Listening Flexibility/Comfort with Ambiguity Focus on Positive Solutions Let Go of Outcomes/Reframe Failure as Opportunity Confidence

27 27 apple 27 Use a company you admire as a model.

28 28 pike place market 28

29 29 publix

30 30 Six Guidelines for Cultural Change Cummings & Worley, Organization Development and Change (2004) 1.Formulate a clear vision of the culture to be inculcated. 2.Display top management commitment. 3.Model the culture at the highest level. 4.Modify the organization. 5.Select and socialize newcomers and terminate deviants. 6.Evaluate.

31 31 Your leaders must lead. Developing the leadership competency to accelerate the change effectively and then sustain the culture over time is the never-ending role of leadership. You can exclude no one. Culture building will and must involve every single leader in your organization.

32 32 Six Guidelines for Cultural Change Cummings & Worley, Organization Development and Change (2004) 1.Formulate a clear vision of the culture to be inculcated. 2.Display top management commitment. 3.Model the culture at the highest level. 4.Modify the organization. 5.Select and socialize newcomers and terminate deviants. 6.Evaluate.

33 33 Modify the Organization = Integration MEETINGS FEEDBACK MECHANISMS policies & procedures compensation benefits rewards performance evaluations job descriptions hiring criteria If you delay your efforts here, you could actually end up undermining the transition process. -- Connors & Smith promotions physical spaces

34 34 google culture

35 35 What can we learn about NEFLIN culture?

36 36 Recognition 36

37 37 Six Guidelines for Cultural Change Cummings & Worley, Organization Development and Change (2004) 1.Formulate a clear vision of the culture to be inculcated. 2.Display top management commitment. 3.Model the culture at the highest level. 4.Modify the organization. 5.Select and socialize newcomers and terminate deviants. 6.Evaluate.

38 38 get rid of these reward these add more of these

39 39 TRAIN 39

40 40 Six Guidelines for Cultural Change Cummings & Worley, Organization Development and Change (2004) 1.Formulate a clear vision of the culture to be inculcated. 2.Display top management commitment. 3.Model the culture at the highest level. 4.Modify the organization. 5.Select and socialize newcomers and terminate deviants. 6.Evaluate.

41 41 Evaluate to find out if youre doing any good! JPL is a place where people … 1. Follow through on commitments. 2. Support decisions others make. 3. Feel free to experiment and take risks. 4. Celebrate accomplishments. Before you begin, establish a baseline.

42 42 Keys to Success Long-term all in commitment Change the experiences Leaders who model the way Integration Quality training Evaluation of progress/ continuous improvement Practice fundamentals of successful change 42

43 43 why change efforts fail

44 44 We can move from this: to this: Please share your progress: Richard Mott Jacksonville Public Library


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