Creating a Vibrant Organizational Culture

RICHARD MOTT & CHERYL GOULDPLA PRESENTATION MARCH 15, 2012

CREATING A VIBRANT ORGANIZATIONAL

CULTURE

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WHAT WORDS DESCRIBE YOUR LIBRARY’S CULTURE?

WHY IS IT CRUCIAL TO SHIFT NOW?

• Change, change, change• Challenges to roles and relevancy• Need to redefine ourselves• No clear roadmap

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JPL’S EXPERIENCE

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GLOBAL WORKFORCE STUDY SHOWS - BARELY 1 IN 5 EMPLOYEES ARE ENGAGED

• Engaged – 21%• employees work with passion and feel a profound connection to

their company. They drive innovation and move the organization forward.

• Partially-engaged to disenchanted – 71%• employees are essentially “checked out” they’re sleepwalking

through their workday, putting time, but not energy or passion, into their work.

• Actively disengaged – 8%• employees aren’t just unhappy at work; they’re busy acting

out their unhappiness by undermining what their engaged coworkers accomplish.

CULTURE OF EXPERTISE

• Expertise implies• Knowing more than• Having the right information• Having the authority to tell what’s right

and wrong• Separation between those that “know”

and those that don’t• A hierarchy

CHANGE THE CULTURE, CHANGE THE GAMEBY ROGER CONNORS AND TOM SMITH

Your current culture may be

right for what you’ve needed to

do; if you need different

results, you’ll need a shift.

TODAY’S PLAN

• Why We Need a Vibrant Organizational

Culture

• What it Looks Like

• How to Get There

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WHAT SKILLS DO WE 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

We need to move from this:

To this:

SHIFT TO A VIBRANT ORGANIZATIONAL CULTURE LOOKS LIKE THIS…

• Reactive to creative• Individual to team achievement• What’s wrong to what’s right• Experts to collaborators• Challenges to opportunities• “My job is…” to “Customer’s needs”• Compliance to engagement

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REALITY CHECK

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IF YOU KEEP DOING WHAT YOU’RE DOING, YOU’LL

KEEP GETTING WHAT YOU’RE GETTING

• Too often leaders try to change the way people act without changing the way they think or what they believe. As a result, they get:• compliance, but not commitment• involvement, but not investment• progress, but not lasting performance

HOW DO WE GET FROM HERE TO THERE?

• Experiences create Beliefs• Beliefs create Actions• Actions create Results

If you’re not happy with the results, you need to change the

experiences!

STEPS TO A VIBRANT ORGANIZATIONAL CULTURE

1. Envision the change2. Plan for success3. Assess current state4. Create a shared language and vision5. Train on behavioral skills6. Reinforce with process changes7. Evaluate

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1. ENVISION THE CHANGE

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chanpipat / FreeDigitalPhotos.net

2. PLAN FOR SUCCESS

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2. PLAN FOR SUCCESS

• Start from a model

• Leadership Challenge

• 10 Steps to a Learning Organization

• Five Dysfunctions of a Team

• Create your own

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JPL’S PROGRAM DESTINATION LEADERSHIP

Based on The Leadership Challenge, by James Kouzes and Barry Posner

1. Model the Way 2. Inspire a Shared Vision3. Challenge the Process4. Enable Others to Act5. Encourage the Heart

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3. ASSESS CURRENT STATE

Samples from the 30-question “Leadership Practices Inventory”

Rate how frequently the subject …

1. Follows through on commitments

2. Supports decisions others make

3. Experiments and takes risks

4. Finds ways to celebrate accomplishments

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3. ASSESS CURRENT STATE

Establish a baseline for measuring effectiveness:

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

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• 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

4. CREATE A SHARED LANGUAGE AND VISION

• Everyone must be informed• All staff day?

• Show them you mean it by modeling the shift

• Integrate into:• Performance reviews• Meetings• Hiring• Scheduling

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5. TRAIN BEHAVIORAL SKILLS

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NOT YOUR GRANDMOTHERS TRAINING ;)

• Create experiences• People need permission to practice new behaviors

• Ask more then you speak• Simple activities with big impact• Learning can be fun

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LISTEN MORE THAN YOU SPEAK

• Don’t be distracted• Don’t interrupt• Give nonverbal feedback• Don’t assume you know what they

are saying• Ask questions for clarification• Respond instead of react

6. REINFORCE WITH PROCESS CHANGES

• Updated job descriptions and hiring questions• Change in performance evaluations• Individual Action Plans• Recognition• Refresh Training• Coaching• Feedback mechanism

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COMMITMENT MEMO

Today’s DateTo: [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:E-mail address:

RECOGNITION

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7. EVALUATE

• Pre and post assessment

• Measure annually

• Use all staff day to discuss

• Give opportunity for staff to give feedback

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KEYS TO SUCCESS

• Change the experiences

• Leaders who model the way

• Long-term commitment

• Buy-in at all levels

• Reinforcement

• Use fundamentals of change

• Evaluation of progress/continuous improvement

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BENEFITS OF A VIBRANT ORGANIZATIONAL CULTURE

• Once accomplished will save time and possibly increase library support as more innovative ideas are put into practice.

• People will love coming to work • Get other agencies to look to the libraries

and say, “How did they do that?”• Libraries will be the place that models the

spirit of “yes” which will change the world.

NOT THE END BUT THE BEGINNING

Thanks for joining us

Richard Mott – [email protected] Florida Public Library

Cheryl Gould – [email protected] Engaged Libraries

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Documents

Creating a Vibrant Organizational Culture