Why the “Why” Matters: The Impact of Organizational Culture Presentation for: 2012 Fall Conference

Strategy  Primary reason organizations fail – No Strategy  90% who do have a written plan fail to execute it….:  Only 5% of their workforce understand it  Only 25% of managers have incentives that are linked to it  85% of Executive teams spend less than one hour per month discussing it  60% of organizations don’t link budgets to strategy.  If there is no strategy the organization is doomed to fail

Simple Model What How Why

“Why” Evokes Emotion and Feeling

Tell what you BELIEVE!  layer layer

Emotional Connection - Publix 

“Why” is defined and demonstrated through organizational culture.  The collective attitudes, beliefs, common experiences, procedures, and values prevalent in an organization  It can be one of the most important factor in whether an organization succeeds or fails.

The Communicated Vs. Actual Culture

WCTC Core Values 1) Hire, retain, and celebrate talent. 2)Maintain humility despite success 3) Be truthful in all our conversations 4) Embrace challenges and change 5) Relentlessly pursue improvement in ourselves and our work 6) Demonstrate care for each customer and their family 7) Comprise a dynamic team of family who do work and life... together. 8) Seek opportunities to serve others

Three Dimensions  Core Values – Don’t just carefully create and then forget them.  Corporate Culture – Culture is the only sustainable source of competitive advantage. Competitors can steal your products and services they that cannot steal or copy your culture.  Emotional Environment- What does it feel like to work in your organization?

Four Areas of Emphasis  Customer/Stakeholder  Financial  Internal Business Processes  Employee (Talent)

Employee Focus  Hire, Retain and Develop TALENT  Hire People who Believe what you Believe  Recognition  Feedback  Include and empower  Process Improvement Teams  Staff Alignment with desired outcomes – Not “Who is next?”  Engagement  Performance Management

Intentions and Purposes of Appraisals  Give feedback  Promotion screening/decision  Get performance improvement  Coaching and mentoring  Counsel problem performers  Develop training needs  Career advancement  Set and measure goals  Motivate and provide recognition  Measure individual performance  Legal documentation

Individual Career Development Plan (ICDP)

The importance of Open/Honest Feedback If one person says that you are a horse, smile at them. If two people say that you are a horse, give it some thought. If three people say you are a horse, go out and buy a saddle. PROVERB

The Big Picture -5 P’s

Organizational Alignment Occurs…  When strategic goals and cultural values are mutually supportive.  When key components of an organization are linked and compatible with each other.  Market strategies are consistent with values and so perceived by the members of the organization.

Organizational Alignment Occurs…  Group objectives are derived from organizational strategy and  Supported by management practices.  Peoples day to day activities and behaviors are consistent with mission, vision, and values  Leadership supports those activities and behaviors.

Great Leaders Must GROW  Gain Knowledge  Reach Out to Others  Open Your World  Walk Toward Wisdom

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