people and culture excellence - mighty networks · 2019-03-14 · lore says, “core values should...

U N C O V E R I N G C O R E V A L U E S T O D R I V E T R A N S F O R M A T I O N

People and Culture Excellence

Dr. Debra J. Dean | Dean Business Consulting

Uncovering Core Values to Drive Transformation

Objective: Create a unique and memorable list of core values

that demonstrate who you are and what you stand for as a

company. This inspiring workshop will allow you to create

employee engagement and unity on a whole new level as well as

attract talent that is a perfect fit for your culture. No matter if this

is for the whole company, a division, a department, or just your

team, values help drive empowered and confident autonomous

decision making.


Audience Participation

Raise your hand if you own a company (CEO, President)

Raise your hand if you are responsible for the success of the company

Raise your hand if your title includes the word People

Raise your hand if your title includes the word Culture

Raise your hand if your title includes the word Process

Culture has been noted as one of the most important jobs and yet many organizations do not have a full time person or staff devoted to managing culture.


Whose Job is it to Manage Culture

Human Resources

External Consultants

Management

Executive Leaders

Board of Directors

Managing Culture was/is their responsibility:

Jack Ma, CEO of Alibaba

Tom Watson, CEO of IBM Sam Walton, CEO of Walmart

Herb Kelleher, CEO of Southwest Airlines

Culture is always in a leaders job description


The Facts

84% of top leaders said culture was critical to success, yet the majority of those surveyed noted their company culture needed a major overhaul (Senn, 2014)

Only 20% of 450 London-based directors and board members reported spending time to properly manage and improve culture (Forbes, 2017)

Only ¼ of boards admit to performing an internal or external audit of their culture (Forbes, 2017)

An engaged culture with high levels of involvement, adaptability, consistency, and an obvious mission improves sales and customer satisfaction (Boyce, et al. 2015)


Culture & Climate

Culture is the personality of the organization. The difference between climate and culture is that climate is how the company feels; it is like a temperature, and culture is how the company does things.

MANAGING CULTURE IS ONE OF THE MOST IMPORTANT TASKS A LEADER CAN DO. EDGAR SCHEIN


Culture

The culture of an organization includes artifacts, assumptions, beliefs, collective consciousness, collective programming, common sets of values, consensus, control systems, environment, norms, organizational structures, power structures, rituals and ceremonies, stories, symbols, underlying shared assumptions, and values (Simoneaux, 2014).

The culture is reflected in every aspect of the organization including the business hours, the dress code, and the treatment of the customers. The most tangible part of culture is often then symbol. Taking a look at the company logo and considering if that logo is still applicable to the overall culture is a great starting place.


What is your culture?

Take the Jar Challenge Company as a whole Departments (sub-culture)

In most organizations there are sub-cultures. If the sub-culture is not aligned with the overall culture there can be obstacles and negativity within the organization. When Dr. Dean asked employees about the culture of the organization, the differing opinions stemmed from the sub-cultures, which showed a disconnect between the various layers of management and the many different departments. It is important for leaders to manage the culture so that it does not sway too far from the beliefs, mission, vision, and goals of the organization.


Jar Challenge

Achievers Dedicated Focused Progressive

Adaptive Delayed Fresh Providers

Anxious Diligent Frustrating Reactive

Assumption Distracted Fun Relaxed

Awesome Diverse Hardworking Restless

Challenging Driven Inconsistent Reverent

Changing Energizing Innovative Segregated

Cliquey Engaging Inspiring Sterile

Cold Enjoyable Joke Supportive

Collaborative Enterprising Knowledge Teamwork

Compassionate Enthusiastic Motivational Tired

Connected Ethical Nightmare Traditional

Connectedness Evolving Paced Visionaries

Creativity Fast Painful Whirling

Curvy Flexible Perseverance Working

Customer Flux Petty Worldly

What are the people saying • What do we do with

these answers • The first step is to

shift the culture from the potluck of answers to one overarching culture defined by senior leaders and managed by people at all levels.


Climate

The climate of an organization was first discussed by Kurt Lewin in the 1960’s. Climate is the attitudes, behaviors, and feelings in the day-to-day operation of the organization. It is usually faster to change the climate than the culture. However, the culture and climate should be related to one another.

The organizational climate is what the company is giving their attention to. When leaders have a strategy that aligns with the climate to be a customer centric organization, they may encourage this behavior through funding projects that are considered customer centric; whereas, funding would not be available on projects that are not customer centric.

Climate is how group members perceive the organization. An example of an organizational climate may be one of safety or one of service. If employees are being rewarded for working without accident, the employees may perceive the workplace to have a safety climate. If employees are rewarded for having positive feedback from customers, employees may perceive the workplace to have a customer service climate. Dr. Debra J. Dean | Dean Business Consulting

Climate

It takes a long time to shift the corporate culture, yet climate can change faster.

The organizational climate is what the company is giving their attention to or rewarding.

Leaders can easily shift to a strategy that aligns with the climate. As an example, if the climate is customer excellence, then more time and money can be given to such projects.

The first step in shifting the culture to an environment of change is to articulate such a change and begin to ‘put your money where your mouth is.’


Walmart Core Values

“Culture is the foundation of everything we do at Walmart. We define culture as our values in action. It’s how we deliver superior customer service, create a great front-line work environment and improve performance in order to achieve our common purpose of saving people money so they can live better.”


Apple Core Values


CVS Core Values


“The thing I have learned at IBM is that Culture is everything.”

-Louis V Gerstner, Jr. Former CEO IBM


Culture Return on Investment

According to a study by Queens University Centre or Business Venturing:

65% greater share-price increase

26% less employee turnover

100% more unsolicited employment applications

20% less absenteeism

15% greater employee productivity

30% greater customer satisfaction levels


Deloitte


Is company success dependent upon business strategy or core values and beliefs?

According to Deloitte, employees believe executives give too much attention to strategy and not enough to core values and beliefs.

Deloitte


Deloitte


Notice: Only 19% of executives and 15% of employees believe strongly that their culture is widely upheld within their organizations.

Deloitte


Focus on regular and candid communications, employee recognition, and access to management/leadership.

How Do We Transform Our Culture?

It is important (one of the most important responsibilities of leaders)

There is a positive return on investment

Culture cannot be overlooked when thinking of strategy

What do we do to fix it?

Assess where you are today

Articulate where you want to be in the future

Infiltrate the desired culture throughout the organization (must have senior leader support and include all employees with this transformational processes)


Transformation

Instrument Name Authors Number of Items Variables

Employee Engagement Index Wiley (2013) 4-items Employee Engagement

Fruit of the Spirit Scale Bocarnea, Henson, Huizing, Mahan, &

Winston (2018) 45-items Love, Joy, Peace, Patience, Kindness, Goodness, Faithfulness, Gentleness, Self-Control

Jar Challenge (Culture Assessment)

Minnesota Satisfaction Questionnaire Lewis and Bishop (2000) 20-items

Ability Utilization, Achievement, Activity, Advancement, Authority, Company Policies & Procedures, Compensation, Coworkers, Creativity, Independence, Moral Values, Recognition, Responsibility, Security, Social Service, Social Status, Supervision-Technical, Supervision-Human Relations, Varity, Working Conditions

Organizational Commitment Mowday, et al. (1979) 15-items Organizational Commitment

Organizational Spirituality Values Scale Kolodinsky, Giacalone, & Jurkiewicz (2008) 20-items Organizational Spirituality

Religious Commitment Index Worthington, et al. (2003) 10-items Religious Commitment

Servant Leadership Assessment Index Dennis & Bocarnea (2005) 42-items Agapao Love, Altruism, Empowerment, Humility, Serving, Trust, Vision

Spiritual Leadership Scale Fry, Vituccii, et al. (2005) 41-items Altruisitc Love, Faith/Hope, Vision

Spirituality at Work Scale Ashmos & Duchon (2000) 21-items Inner Life, Meaningful Work, Sense of Community

The Measuring Stick Buckingham and Coffman (1999) 12-items Core elements needed to attract, focus, and keep the most talented employees


Concept of Respectful Pluralism


Spiritual Leadership Theory


Servant Leadership Theory


“Organizational culture eats strategy for breakfast, lunch, and dinner. So don’t leave it unattended.”

-Peter Drucker

-Mark Fields, CEO Ford


Culture can take decades to build and seconds to implode when management takes their eyes off what the company is actually about.


“Culture eats strategy for breakfast, but culture gets its appetite from purpose.”

-John O’Brien, head of purpose at PR agency Porter Novelli


Optimum Number of Core Values for Maximum Traction

According to Marc Lore of Jet.com, three is the maximum number

Lore says, “people often confuse core values with traits or culture fit”

Jet has 10 traits they look for in their new hires

Lore says, “core values should be the few things that make you unique”

Three distinct values - stand out from the competition

There is a difference between virtue and value

Virtue is conformity to a standard of right – morality

Virtue is a particular moral excellence

Virtue is quality of character

Value is relative worth or value in terms of money


Embedding Core Values into Your Culture

The culture of an organization includes artifacts, assumptions, beliefs, collective consciousness, collective programming, common sets of values, consensus, control systems, environment, norms, organizational structures, power structures, rituals and ceremonies, stories, symbols, underlying shared assumptions, and values (Simoneaux, 2014).

Start embedding your core values into your culture with visible symbols

Rewarding employees should align with the climate

All levels of leadership must reinforce the culture

Tell the story over and over again


Values of the World’s Best Performing Companies

Fortune 500 Company Values

Walmart Service to the Customer

Respect for the Individual

Strive for Excellence

Act with Integrity

Exxon Mobil Career Development

Climate Policy Principles

Diversity and Inclusion

Health & Wellness

Operational Integrity

Respecting Human Rights

Safety & Security

Workplace Flexibility

Berkshire Hathaway Growth

Relationships

Authenticity

Compassion

Empowerment

Service


Values of the World’s Best Performing Companies

Best Companies to Work For Values

Salesforce Trust

Customer Success

Innovation

Equality

Wegmans Food Markets Caring

High Standards

Making a Difference

Respect

Empowerment

Ultimate Software People First

Trust

Respect

Diversity

Charity

Support

Caring for one another like family


Ultimate Software Core Values

Turn Values from Words into Memorable Phrases


Southwest’s “Live the Southwest Way”

Warrior Spirit (Work Hard; Desire to the best; Be courageous; Display a sense of urgency; Persevere; Innovate)

Servant’s Heart (Follow the Golden Rule; Adhere to the Basic Principles; Treat others with respect; Put others first; Be egalitarian; Demonstrate proactive customer service; Embrace the SWA Family)

Fun-LUVing Attitude (Have FUN; Don’t take yourself too seriously; Maintain perspective (balance); Celebrate successes; Enjoy your work; Be a passionate Teamplayer)


Research Findings


Agapao love, altruism, empowerment, humility, serving, trust, and vision they can impact employee engagement levels in a positive way

Love, joy, peace, patience, kindness, goodness, faithfulness, gentleness, and self-control all relate to employee engagement, job satisfaction, and organizational commitment

Love significantly predicted employee engagement Love, peace, and faithfulness significantly predicted job satisfaction Love, joy, peace, and gentleness significantly predicted organizational

commitment Altruistic love, sense of community, and meaningful work significantly

predicted job satisfaction Altruistic love significantly predicted organizational commitment

Questions


Dean Business Consulting

www.drdebradean.com

[email protected]

319-743-8344

people and culture excellence - mighty networks · 2019-03-14 · lore says, “core values should...

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