Improvements in Work pPlace Culture

lOCI Results PresentationPresentation

Western MunicipalWestern Municipal Water District

John V. Rossi, General Manager, Western MWDJill Duerig, General Manager, Zone 7 Water Agency

Components of Performance

Leadership/CultureStates – can change

Leadership/Culture

PersonalityTraits – does not changeTraits does not change

Corporate Culture

Culture is the shared beliefs and Cu u e s e s a ed be e s a dvalues guiding the thinking and behavior styles of members.

What is normal? How decisions get made when you can’tHow decisions get made when you can t be there.The way we do things around here.How people will act under pressure.The glue that holds the organization togethertogether.

These Crazy Times Challenge Old Public Agency Paradigms

Economy (e.g., state impacts & the trickle down effect)

g y g

trickle-down effect)Public Scrutiny

ReservesWater RatesPensions & OPEB

Aging Infrastructure & Asset Mgmtg g gSuccession PlanningConservation vs RevenuesConservation vs. Revenues

Need for Real Change

Two General Types of Culture

Defensive Cultures - Inactive/ReactiveDefensive Cultures Inactive/ReactiveHow people see you more important that what you doFocus on blame Maintain the status quo

Constructive Cultures - ProactiveFosters innovationR i f l ibilit dReinforces personal responsibility and accountability Value performanceValue performance

Culture and PerformanceKotter & Heskett: Study of 207 firms over an eleven year periodas reported in their book Corporate Culture and Performance

Non-AdaptiveNon-PerformanceE h i C lt

AdaptivePerformance

E h i C ltEnhancing Culture Enhancing Culture

682%166%Revenue

901%74%Stock Prices

756%1%Net Income

Outcomes of Culture: Employees

The CircumplexCircumplex

OCI Circumplex from Robert A. Cooke and J. Clayton Lafferty, Organizational Culture Inventory®, Human Synergistics International, Plymouth MI USA. Copyright © 1987-2006,

All Rights Reserved. Used by permission.

VisionEmployeesEmployeesi=653n=85n=85

VisionLeadersLeadersn=11

Align with the Mission

It is the mission of Western Municipal Water District to provide water supplyprovide water supply, wastewater disposal, and water resource

hmanagement to the public in a safe, reliable, environmentally ysensitive, and financially responsible manner.

Align with the Vision

To transform Western Municipal Water District into a regional water resource leader by integrating the b i b ibest in business processes and business systems, while developing a leading-edge workforce that continuouslyworkforce that continuously creates greater efficiency and value for our customers.

Align with the Values

Customer SatisfactionSafetyResponsibility to Our CommunityCo u tyTeamworkPerformance-Based ManagementManagementInnovation, Efficiency and EffectivenessEmployee DevelopmentEmployee Development

CurrentRealityea tyEmployeesi=219i=219n=85

Current Reality vs. Vision Employees

Top 5 behaviors to reduce

not “rock the boat”not rock the boat accept the status quotell people different things to avoidtell people different things to avoid conflicttreat rules as more important thantreat rules as more important than ideas lay low when things get toughlay low when things get tough

Copyright © 1998 Human Synergistics International. All Rights Reserved.

Top 5 behaviors to increase

give positive rewards to othersgive positive rewards to othersthink in unique and independent wayshelp others think for themselveshelp others think for themselvesenjoy their workinvolve subordinates in decisionsinvolve subordinates in decisions

Copyright © 1998 Human Synergistics International. All Rights Reserved.

The Impact of our Culture

How does this o does t sculture impact our ability to meet the needs of ourneeds of our stakeholders?

How does this culture impact the performance and engagement of our staff?staff?

Culture Change

Align Systems to Vision/Strategy

AssessCurrent

State

Future StateVision/ValuesPerformance

AlignLeadership

RewardValueBased

BuildCultural

Consensus BehaviorConsensus

Vision/Mission - Values - Strategy

Build Efficacy in the Work Force

Leadership

gy

Other Considerations

Prepare Human Capital PlanPrepare Human Capital PlanConsider Human Capital Plan in Strategic PlanStrategic PlanTight Definitions of Role DefinitionsClimate that Encourages Honest

Feedback, Bi-DirectionalCommunicate, Communicate, Communicate

Communications Planning:2-Way Info Flowy

Bi-Monthly All-Employee Meetings at All F iliti ith Q&A P i dFacilities with Q&A PeriodsQuarterly Employee NewslettersSharing Copies of Weekly Board BriefingsgManagement Suggestion BoxesFormation of Management AdvisoryFormation of Management Advisory Team & Staff Advisory Team (MAT/SAT)(MAT/SAT)

Recognizing Individual Styles

DISC th F B i St lDISC – the Four Basic Styles:

DirectIntuitive/InfluenceIntuitive/InfluenceStable/SteadyC tiCautious

D - DIRECT I - INFLUENCE

HIGH CHANGEDomineeringHarshPragmaticReactingD i i

Process-orientedExperiments

SupportiveInstinctive

D d t

THE MORE EXTREME THE

DecisiveEfficientResults-orientedCompetitive

AppeasingDependent

SocialFeelings

THE MORE EXTREME THE PROFILE, THE MORE PREDICTABLE THE

BEHAVIORS - STEADYObservingResearch

C - CAUTIOUSAnalyzing

LOW CHANGEResearchReflectiveImplement wellRigorousAvoid conflict

y gEvaluating

PlanningInvestigative

ManipulatingCriticalAvoid conflict Critical

Dominant “D”

Decisions: Quick, willing to take riskT t I di t i li it dTrust: Immediate in limited wayFear: Being taken advantage ofNeed: Direct communication

Dominant “I”

Decisions: Based on what feels rightT t T t l t t ith thiTrust: Total trust with everythingFear: Loss of social approval,

rejectionNeeds: a) Optimistic environment) p

b) To be liked, included

Dominant “S”

Decisions: Based on trust, consensusT t E it b tTrust: Earn it -- but openFear: Instability, lack of securityNeed: a) Trust in manager

b) Slowness to changeb) Slowness to change

Dominant “C”

Decisions: Based on factsT t E it d it’ tTrust: Earn it, and it’s not easyFear: Criticism of their workNeed: Detail, explanation

Motivational Principles

All l ti t dAll people are motivatedPeople do things for their own reasonsIt is easier to motivate people through their strengths than it is to change their g gweaknessesDISC can be used to identify individualDISC can be used to identify individual motivation and approaches to communicatingcommunicating

Working Together/Shared Traits

D’s and I’s are:

People-orientedPeople-oriented Change-orientedProcess-orientedDirect in communicationLeaders through inspiration

Working Together:Shared Traits, con.

S’s and C’s are:

Task-orientedStatus quo-orientedContent orientedContent-orientedIndirect Leaders by example

Metrics & ToolsOrganizational Culture Inventory®

http://www humansynergistics com/produhttp://www.humansynergistics.com/products/oci.aspxGood to establish baseline culture usingGood to establish baseline culture using survey and then, 2-5 years after implementing changes, do a second survey

Individual Styles (DiSC®)http://www.onlinediscprofile.com/http://www.onlinediscprofile.com/Can demonstrate pervasive styles that influence agency cultureg yPotential Privacy Issues

End

Questions?