1. Foundations of Organizational Culture & Values
NOTE: if you haven’t already done a CHECK IN to start off the day or this session, make sure that you provide an opportunity to for each participant to speak in the first 10 minutes. An easy way to do this is to ask each person to share a phrase about how they are doing today. This should be “bookended” with a similar activity at the end of the session or day as a CHECK OUT.

3. What is Culture?
Rules, Policies & Slogans
Language, Behaviors
Stories, Legends, Heroes
Control Systems
Rights, Rituals, Ceremonies
Symbols, Artifacts
Culture describes our beliefs and commonly held assumptions.
It is dynamic and can evolve over time.
* Perrin

4. What is Organizational Culture?
Organizational culture is the sum of values & rituals, which serve as ‘glue’ to integrate the members of the organization.*
* Richard Perrin

5. Positive Cultures Support High Performance
Be highly engaged in the organization and its mission
Feel supported in
their development
Trust that the organization and leaders have staff’s best interests at heart
Show mutual respect
In a positive culture, staff will. . .
What Do You Think?
The Boston Consulting Group
theorizes that high performing
cultures require staff engagement
and behaviors that support
Strategy. In non-profits, engagement
is often very strong. What do
strategy supporting behaviors
look like?
Also,
the organization is likely a learning organization

6. Efficiency vs. Learning Culture
Execution-as-Efficiency vs
Execution-as-Learning
Leaders provide answers
Leaders set direction and articulate mission
Employees follow directions
Employees in teams discover answers
Work processes are designed and set up in advance
Work processes keep developing – small changes are a way of life
Feedback is typically one-way:
From boss to employee
Feedback is always two-way: Coaching/advice from boss & learnings are shared by teams
Problem solving is rarely required
Problem solving is constantly needed
U.S. Army After Action debriefing practice
What did we set out to do? What actually happened? Why did it happen?
What do we do next time? What activities do we sustain, and which do we improve?
Source: Edmondson, A. (2008). The Competitive Imperative of Learning. HBR.

7. When have you found yourself in a “learning zone”?
Learning Zones
Comfort zone
Staff enjoy working with each other, but don’t feel challenged. Nor do they work hard
Learning zone
Focus is on collaboration & learning in service of high-performing outcomes
Apathy zone
Staff are apathetic & jockey for position (typically large, top-heavy bureaucracies)
Anxiety zone
People fear to offer tentative ideas, try new things or ask for help.
Talk About It:
When have you found yourself in a “learning zone”?
* Perrin
Source: Edmondson, A. (2008). The Competitive Imperative of Learning. HBR.

8. Preserving Your Core in Times of Change: Example
Strategy may change over time, but core values remain constant
Disney’s Core Values
Wholesomeness and bringing happiness to people
Short Cartoons
Feature Films
Disney Land
Disney-Pixar
Architects of visionary companies don’t just trust in good intentions or “values statements;” they build cultures around their core ideologies. Disney illustrates this concept well. Its management has focused on retaining its core values over time – it is not only central to Disney’s external brand, but also to the way that it hires, trains, and manages its staff. Walt Disney created an entire language to reinforce his company's ideology. Disneyland employees are “cast members.” Customers are “guests.” Jobs are “parts” in a “performance.” Disney required—as the company does to this day—that all new employees go through a “Disney Traditions” orientation course, in which they learn the company's business is “to make people happy.” Disney has focused on keeping its culture consistent over time, even as it adapts its product strategy to the changing world – evolving from the short cartoons produced in Walt Disney’s time to the range of businesses it manages now – from theme parks, feature films, toys, etc.
Source: Collins, J. Change is Good – But First, Know What Should Never Change. Fortune. November 1995.

9. Preserving your Core in Times of Change
How do you tell the difference between
a core value and changeable strategy?
Ask yourself, “If the world changed such that you would be penalized for holding this tenet, would it still be important to your organization?”
Only a handful of tenets will fit this criteria
Source: Collins, J. Change is Good – But First, Know What Should Never Change. Fortune. November 1995.

10. How to Build the Culture You Need
Specify and pilot context changes, roll out changes, reinforce desired behaviors
Course correct as required
How do we make change happen?
For example - Leadership, People and Development, Performance Management, Informal Interactions, Organization Design, Resources and Tools?
What aspects of organizational context do we need to change?
Where do we fall now on the spectrum of structured vs. flexible, controlling vs. delegating, cautious vs. risk, thinking vs. doing, diplomatic vs. direct, individualistic vs. collaborative, internal vs. external
Where do we need to fall on the spectrum?
What culture do we have and why?
Purpose + goals + strategy = target culture
What culture do we need?
What Do You Think?
What thoughts or questions do you have about the culture change process? Are there pieces already in place to use? What is still needed?
How could you see this being applied at your organization?
Source: Hemerling, J. and Killman, J. “High Performance Culture: Getting it, Keeping it.” Boston Consulting Group. June 2013.

11. Defining our Desired Future Culture
What do we want to keep?
KEEP
What do we release as we move forward?
RELEASE
What else is needed to get where we want to go?
NEED

12. What Role Does Inclusion Have in our Culture?
How does inclusivity relate to our mission, vision and program?
Do we want our culture to be inclusive? Why?
What are we doing that is already helping our culture be inclusive?
What holds us back from being more inclusive now?

13. Foundations: Core Values

14. What Are Core Values? Essence of an organization’s identity
Reflect beliefs, philosophy, non-negotiable principles that are held forever.
Essence
of an organization’s identity
If the world changed such that you were penalized for them, you wouldn’t change it
Do NOT arise from competitive advantage
Best practice is 4-6 to drive clarity and focus
Likely only a handful of them
You have it or don’t – no gradations or expertise levels (i.e. cannot be a “Level 2 for Honest”)
Employees’ personal values are aligned (i.e. their “fit” with the organization)
Unique Features
Ask Sarah to share thoughts here

15. What’s the Value of Values?
Help us honor the past, hold onto cherished values
Help us envision a different world
Guide us in our day-to-day decision-making
Provide context for empowered, self-managing employees
Benchmark progress
Describe how we believe that employees should act, our work ethics and practices
Describe our performance standards to our stakeholders
Ask Sarah to share thoughts here

16. Values = Elevating How are We on Our Best Days
DIANA
(Play Wonder Woman theme song. Small group runs to front with various costume pieces on. Strike poses.)
When you are at your best you can feel like a superhero. On your best day, a lot of good things can happen.
ASK small group members: How are you when you are at your best?
4 small group members say something relevant to their job that foreshadows the 4 values, Each says it in an exaggerated dramatic way. For example:
Jessica/Meghan S (inclusive) – I’m a fountain of humanity and empathy. I can relate to each volunteer and program partner I meet with and learn something from each. They leave our conversations feeling heard and knowing that they can have an impact.
- Miguel (passionate)– I’m fired up about a day of candidate interviews and finding the best people to join our team. After 5 candidates I KNOW which one truly believes in our work and would make a great staff member!
Rachel (innovative) – I am BURSTING with ideas about better ways to share our work. I pick just one of my great ideas and in 2 hours I have a draft that can make people cry and write a check.
Kate (collaborative) – I can’t wait for an evening board meeting as a chance to bring out the best ideas from these people who care so much about our work. At the end of the meeting everyone leaves feeling valued and appreciated.

17. What Are YOU Like on Your Best Day?
On your own write, draw or daydream for 2 minutes.
Be prepared to share.
DIANA
Take 2 minutes to write/draw/doodle an answer to “How are you on your best day?”
After a minute or two Take a couple responses from the group.
Ask, “Who can share something from what you wrote?”

18. What Do They Do?
Purpose
Describe how we believe that employees should act
Allow staff to self manage by illustrating what acceptable behavior in the organization looks like. A moral compass.
Guide internal decision making, especially in difficult situations
Inform external stakeholders what the organization is about
Help select among potential employees
Examples
IBM (founded 1911)
Dedication
Innovation
Trust
Teach for America (1989)
Transformational Change
Leadership
Team
Diversity
Respect
Humility
Sources: Teach For America website; Rhoades, A. Built on Values, 2011

19. How Do Values Fit? WHAT we want WHAT we do (Mission)
(Vision)
WHAT we do (Mission)
HOW we do it (Values)
KATE
If our VISION is what things look like when our mission is achieved (Every homeless child will have the opportunity to learn, play, and thrive.)
Then our MISSION is what we DO to create that (improve the lives of young homeless children in Massachusetts and help their families succeed by providing high-quality early education, opportunities for play, and comprehensive family support services.)
Our values then are HOW we do that work. What you see all of us doing, not the tasks of our specific roles, but the way we carry ourselves, the underlying essence of who we are that shapes how we do everything.

20. Sample of Values Blueprint – JetBlue Example
Behavior
Safety is our number one value and it always comes first.
Commits to “Safety First”
Complies with all Regulatory Agencies
Sets and maintains consistently high standards
Ensures the security of crewmember and customers
Caring in the form of respect and understanding, is the hallmark of who we are. It brings the JetBlue experience to life.
Maintains respectful relationship with crewmembers and customers
Strives to be a role model at work and in the community
Embrace a healthy balance between work and family
Takes responsibility for personal and company growth
Integrity means doing the right thing; we believe it's the only way to do business
Demonstrates honesty, trust and mutual respect
Gives the JetBlue values a “heartbeat”
Will never compromise the values for short term results
Possesses and demonstrates broad business knowledge
Commits to self-improvement
Fun translates to a friendly work environment where people like to be - when we enjoy our jobs, our customers enjoy the JetBlue experience.
Exhibits a sense of humor and the ability to laugh at self
Adds personality to the customer experience
Demonstrates enthusiasm for the job
Seeks to convert a negative situation into a positive customer experience
Creates a friendly environment where taking risks is okay
Passion for what we do is what makes our product the best in the industry.
Strives to meet the diverse needs of crewmembers and customer
Champion team spirit
Craves and delivers superior performance
Enjoys overcoming barriers to good service
Looks for innovative solutions to business issues

21. Sample: Human Services Non-Profit
Value
Behaviors
Innovative
We Ask “Why not?”
Looks for new methods and ideas to strengthen our organization as an industry leader.
Thinks several steps ahead then creates and communicates responsive strategies in anticipation.
Fosters a culture where change is seen as an opportunity.
Collaborative
We get more done together
Values the work of others and celebrates their successes.
Builds and fosters relationships that drive quality and impact.
Models helpfulness, cooperation and accountability in all interactions.
Extends trust and assumes good intentions of others.
Inclusive
We are culturally responsive
Treats everyone with respect and dignity.
Acknowledges and appreciates individual ideas, knowledge, and values that are different from one’s own.
Seeks out and learns from a diverse set of perspectives, skills and experiences.
Passionate
We are inspired by our mission
Champions and intentionally pursues the Horizons mission.
Inspires others to be their best.
Contributes to making us a great place to work.
Fosters optimism through a positive outlook.
STEFFI
So here’s a few ideas of what they look life walking around.

22. Steps to Developing a Values Blueprint
Uncover What values are actively influencing behavior and decision making now and why?
Clarify where you are on the spectrum of elements
Interview leaders, get manager feedback, staff input via survey or meeting
Define What culture do we need? Target Culture = mission + goals + strategy
Draft and refine 4-5 Core Values to support the culture we need
Validate draft values: team meetings, brown bags, leadership team input
Communicate Core values to organization
Name behaviors expressing our desired values by team/location and by role
Training
Plan & Build How do we make change happen? What aspects of organizational context do we need to change?
Build into key processes: Leadership, Development, Performance Management, Informal Interactions, Org. Design, and Tools?
Pilot and roll out changes
Reinforce desired behavior
Course correct as needed
Adapted: Hemerling, J. and Killman, J. “High Performance Culture: Getting it, Keeping it.” Boston Consulting Group. June 2013.

23. Best Practices During Creation
Values do exist within the culture of an organization; the opportunity in identifying core values is to codify/make them explicit.
While aspirational values can be identified, leadership discussions/commitments become even more critical to ensure behaviors follow.
Uncovered/Discovered
Senior leadership-significant involvement in development/ownership
Employees- provide for input/exposure/feedback prior to publishing
Senior leadership-willingness to live within the values by consistently modeling behaviors and making tough values based decisions.
Involve Staff
Strive to tell the Truth-Verb Value Statement versus Honesty-Noun
Clarifying behaviors will support both; which is more memorable?
Powerful Verb Statements
Defined by behaviors that any employee can recognize and emulate
Specific behaviors are identified for each core value
Clarifies non-negotiable actions and communicates expectations of supportive and non-supportive behaviors.
Behavioralized
Source: Rhoades, A. Built on Values, 2011

24. Linking Values to Behaviors
Thoughts/Feelings
Behaviors

25. Diversity, Equity or Inclusion Connected and Values
Have we made room for the values to be expressed differently by different staff?
Do we have ways to reward many kinds of staff for demonstrating our values?
Are our behavioral examples relevant to a variety of experiences?
Have we tested our draft language with a wide range or people for validation?

26. Best Practices For Making Them Matter
Core values guide behavior when they are integrated into other organizational systems, e.g. decision making, client service, employee selection, recognition, performance management, etc.
Integrated into Systems
Stories of values in action are memorable
Recognition/Awards of values in action reinforce behaviors and role modeling
Acknowledged in Action
Source: Rhoades, A. Built on Values, 2011

27. What to Looks for in Behavioralized Descriptors
Universal
Applies to all roles
Observable
It’s visible, i.e. not thinking or feeling
Compelling
Makes you say “YES! I want that!”

28. The Dangers of Values: Easier to Promise Than Deliver
Values interpreted differently
Throughout organization
Across situations
Most common criticism by employees in organizations with values statements:
Bosses don’t “Walk the Talk”
Most common root cause for this perception:
Bosses don’t “Talk the Talk”
Discuss: How can we protect against these risks?