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

www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.

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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We support our clients through the full employee life-cycle, helping them identify the best people for their jobs and then developing them to their fullest potential.

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• 11,000 + active clients

• Client base includes 152 Fortune 2000 companies

• Represented in nearly 130 countries

Client Highlights

Financial Services Travel & Hospitality

Technology Healthcare Energy & Utilities

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Business Services

Retail & Consumer Financial Services Travel & Hospitality

Technology Healthcare Energy & Utilities

Education & Government

Business Services

Retail & Consumer

Diverse Base of Marquee Clients


Clients We’ve Served


• Define Corporate Culture • Identify Attributes of High

Performance Culture • Use Instruments to Isolate and

Transform Corporate Culture

Objectives


Elements of Culture

What comes to your mind when you think

Organization Culture?

(Poll)


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


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


Elements of Culture


How Would You Describe Your Organization’s Culture

1. _______________________

2. _______________________ 3. _______________________


What is the impact of culture on business results?

1. _______________________

2. _______________________ 3. _______________________


Information Flow

Organizational Learning

Decision Making

Productivity / Sustainability

Innovation / Creativity

Culture

Culture

Culture

What is the impact of culture on business results?


• 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


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


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.


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


Jet Aircraft Engine Manufacturers Profiles Performance Indicator Team Analysis

= leader = Members #’s

1 2 3 4 1 2 3 4 1 2 3 4


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


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.



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.



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


Jet Aircraft Manufacturers






What Do We Need ?


1 2 3 4

Jet Aircraft Engine Manufacturers

1 2 3 4 1 2 3 4


Gareth Morgan. 1997. Images of Organization. Thousand Oaks, CA: Sage Publications

Creates and Recreates Itself

And Its Environment

More of an Organism


What Do We Need


1 2 3 4

Jet Aircraft Engine Manufacturers

1 2 3 4 1 2 3 4


Seed for Greater Success


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)

http://scholar.lib.vt.edu/theses/available/etd-11272000-234822/unrestricted






President

VP Operations

Finance Mfg Distribution

Product Development

VP Sales and Service

Sales Customer Service

Traditional Hierarchical Team


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


Argyris, C. (1978)

Double-Loop Learning

Retrieved from http://www.leadershipnow.com/leadingblog/2008/05/learning_requires_personal_res.html.


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

http://www.inc.com/resources/leadership/articles/20060901/musselwhite.html




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


Change Management Analysis

= leader = Members #’s

1 2 3 4 1 2 3 4 1 2 3 4


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


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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