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Culture Shift-Leanne Douglas, Senior Manager, MNP
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Agenda
1. Why assess culture?2. How to assess culture3. Applying what you learn through culture
assessment4. Q&A
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1. Learn how culture affects an organization’s identity and helps (or hinders) attracting and retaining talent.
2. Discover the connection between culture and organizational results.
3. Learn how to approach a culture shift.
Goals for this session
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WHY ASSESS CULTURE?
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What is Culture?
Culture = Values, beliefs, assumptions, unwritten rules
Culture Behaviours
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Your Culture is Self-Reinforcing!
Culture
Success
Who is successful
Leaders
..defines…
..determines…..selected to be…
..reinforce…
Based on the AIM methodology
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Your Culture is Self-Reinforcing!
CultureChange
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Why intentionally manage culture?
Current Culture
Transition
Desired Culture
Targeted &managed change
Off Track
Off Track
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Getting culture right: start with the right behaviours
Getting the culture “right” starts with defining the behaviours that align with your organization’s purpose and
goals
Customer-Centred
Risk-IntelligentInnovative
Courageous Collaborative
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The cost of NOT getting the culture right is clear…
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Companies focused on culture have 67%
less turnover
About 70% of employees are not engaged and 14% are actively dis-
engaged
Companies focused on culture see 37% less absenteeism
95% of potential hires believe that culture is more important than
compensation
The Talent Board found that 41% of all candidates search for information about a company culture before they apply.
Based on The Talent Board, 2012 Gallup and James Haskett research
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ASSESSING YOUR ORGANIZATION'S CULTURE
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A tale of culture: Meet Janine
• The company is trying to create a more customer-focused culture to improve customer satisfaction and increase revenues.
• Janine is a long-time employee who likes her job, and is a top performer.
• Janine is well-known by her peers and leaders for strong skills in monitoring and documenting her clients’ progress.
• The company’s change will need Janine to share ‘ownership’ of clients with a team of her peers.
Case manager for a national insurance provider
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• Carry out the action plan• Define a sustainable process
for ongoing assessment, planning, and further reinforcement
• Determine roots of current culture, culture shift priorities, and interim cultural milestones
• Develop measurable goals, strategies, and action plan
• Promote awareness and developcompetencies for culture
assessment and change
How to manage culture shifts
Four-stage cycle for cultural transformation
Define the shift
Create an action plan
Share the vision
Reinforce the shift
and assess progress
• Communicate desired culture shift
• Share success stories and communicate ongoing need for change
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Assessment Options:Formal Assessments – OCAI
• Based on the competing values framework
Diagnosing and Changing Organizational CultureCameron & Quinn
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Using what you have
• Employee engagement survey
• Customer Survey• Employer of choice survey
(like ‘Best Employer in Canada’)
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Participative Assessment
Desired Culture
Current Culture
Strategies
Gap Ways of closing the gap
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Participative Assessment
Consider:• Norms• Leadership style• Acceptable behaviours• Decision-making styles• Accountability to follow through• Communication flows/patterns• Cross-boundary support• How power is used/shared• What gets rewarded/punished• Quality of working
relationships
• Handling of emotions• Position and level privileges• Performance expectations• Handling of mistakes• Political dynamics• Traditions/rituals/stories/myths• How rumours are handled• Openness to learning and
feedback
Culture Indicators, Linda Ackerman
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A tale of culture: How do we help Janine?
Current Culture• One-to-one client relationship• Focus on what is documented
Desired Culture• Teams serving client needs• Flexibility in what is considered the ‘right’
client response
Filling the Gap• Leaders need to: stop doing file audits
and start facilitating collaborative discussion
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• Take a moment to think about your organization’s culture– What is one behaviour that isn’t well
aligned with your organization’s goals?– How could behaviour be changed?
Exercise
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APPLYING WHAT YOU LEARN
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Keys to Success
Keys for all approaches: Strong facilitation Participation of all key stakeholders Validation outside of working group Honesty, transparency and frankness Commitment to supporting strategies
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• Carry out the action plan• Define a sustainable process
for ongoing assessment, planning, and further reinforcement
• Determine roots of current culture, culture shift priorities, and interim cultural milestones
• Develop measurable goals, strategies, and action plan
• Promote awareness and developcompetencies for culture
assessment and change
Develop a plan
Four-stage cycle for cultural transformation
Define the shift
Create an action plan
Share the vision
Reinforce the shift
and assess progress
• Communicate desired culture shift
• Share success stories and communicate ongoing need for change
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Manage resistance
© IMA Worldwide
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Applying what you learn
Expressed (x1)
Modelled (x2)
Reinforced (x3)
• Townhalls• Presentations• Newsletters• Training
• Decisions• Priorities• Resource
allocation• Daily behaviour
• Recognition• Promotions• Rewards• Consequences• Metrics
Based on AIM methodology
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THANK YOU!
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Any questions?
Resource List:Diagnosing and Changing Organizational Culture (Kim Cameron &
Robert Quinn)
The Change Leader's Roadmap: How to Navigate Your Organization's Transformation (Linda Ackerman Anderson, Dean Anderson)
www.imaworldwide/blog (Don Harrison)
Speaker Contact Information:Leanne Douglas, Senior ManagerMNPLeanne.Douglas@mnp.ca204.788.6092
www.mnpconsulting.cawww.linkedin.com/in/leannedouglas
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