RICHARD MOTT & CHERYL GOULDPLA PRESENTATION MARCH 15, 2012
CREATING A VIBRANT ORGANIZATIONAL
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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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
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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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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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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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
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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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:
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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