Is Your Culture Eating Your Strategy for Breakfast?

Is Your Culture EatingYour Strategy forBreakfast?Monday, March 26, 201210:45 – 12:00Hub Tag: #ideas12LS5 Jodie Slaughter, FASAE President and Founding Partner McKinley Advisors

Why are you here?• What drew you to this session?• What do you hope to learn?• How can we (all of us) help you?• Tell us about you!

What will we cover today?• Define organizational culture• Define the cultural attributes that are ideal for associations• Take a self-assessment quiz on the culture of your association• Review the widely-accepted varieties of culture and see where yours fits• Gain insights on culture change

Why does culture matter?“A companys culture is often at the root of difficultpeople-related problems such asmotivation, morale, absenteeism, communications, teamwork, retention, injuries, and insurance claims.” Barry Phegan, Developing Your Company Culture, the Joy of Leadership For associations, it matters even more!

Members are the Great Differentiators

YOUR TURN: Culture – What does itmean to you?

Culture – a definition from the dictionary “The behaviors and beliefs characteristic of a particular social, ethnic, or age group: the youth culture; the drug culture.”

Culture – my definition“What’s normal. The combination of specified andimplicit accepted and expected behaviors of yourenvironment.”

YOUR TURN: Think about culture outside the workplace• Your health club• Your circle of friends• Your favorite hang outs and restaurants• Where else?

What do these say about culture?

What does this say about culture?

Outward manifestations vary… Washington State Concrete Florida Hospital Assn and Aggregates Assn American Medical Assn

Where does it originate?• Who sets culture?• Who supports it?• Who drives it?• Do members have a role? Staff? Leaders?

YOUR TURN: Designing the idealassociation culture• The feel of the organization, “This place feels like…”• The leadership style• The management style• “The glue” that holds the place together• Strategic emphasis• Success measures (what management monitors)Is there one ideal association culture?

What’s the culture of your organization? • Take the self-assessment – Each section adds to 100 • Plot your results according to the instructions

100 AInstructions: 90Find your average values for 80each letter (A,B, C, D, and E). 70To find these averages, add up 60all of the values in each letter 50row and divide by 6. 40Plot “A” value on the “A” axis 30Plot “B” value on the “B” axis 20Plot “C” value on the “C” axis 10Plot “D” value on the “D” axis D 0 B2. Connect points onA, B, C, and D axes.3. Plot “E” value on all fouraxes.4. Connect four “E” points in adifferent color/line type if youhave one. C

100 A 90 80 “Clan” “Adhocracy” 70 60 50 40 30 20 10D 0 B E = Toxicity “Hierarchy” “Market” C

The Five Categories• Clan-Collaborate• Adhocracy-Create• Hierarchy-Control• Market-Compete• Toxic Bruce M. Tharp “Organizational Culture”

CLAN – a sociable working environment ADHOCRACY – energetic and creativeLeaders: facilitator, mentor, team builder Leaders: Innovator, entrepreneur, visionaryValues: commitment, communication, Values: Innovations, change, agilitydevelopmentSuccess: addressing the needs of the Success: new product roll-outs, marketclients and caring for the people innovationsHIERARCHY – formalized and structured MARKET – results based, competitiveLeaders: efficiency-based coordination Leaders: hard drivers, producers, competitorsValues: efficiency, timeliness, consistency, Values: marketshare, achievement,uniformity profitabilitySuccess: low costs, smooth planning, Success: market penetration, leadershiptrustful delivery

What about Toxic?

YOUR TURN: Your Discoveries• What was your culture according to the assessment?• Are you surprised with what you saw? Happy?• Do you want to make changes?

Culture – How do you change it? “Specified and Implicit Behaviors” • What do you say? • What do you do? • What do you demand? • What are you willing to endure?

Culture – How do you change it?Culture is largely informed by WHAT YOU OR YOUR ORGANIZATION PAYS ATTENTION TO

Culture – How do you change it?RIGHT NOW: What kinds of values are currently shown inthe culture of your organization?FUTURE: What kinds of values need to be shown in thefuture in order to be most effective?REWARDS: What behaviors are being rewarded right now?(Can you make changes here?)MEMBER EXPECTATIONS: What kinds of values do youexpect your members would value your organization asshowing toward them?

Culture – How do you change it?Change begins with conversations and agreementsActions DO speak louder than wordsInfluencers need not be those officially in charge

Questions?Learn Anything New?Will you do anything when you get back?

Thank You for Coming!Jodie Slaughter, FASAEPresident and Founding PartnerMcKinley Advisors202.333.6250 ext 301jslaughter@mckinley-advisors.comwww.mckinley-advisors.com

A Parting Thought“It is important to remember that values do notdrive the business; they drive the people withinit. Values must be internalized by the people inthe organization to have meaning.” Ryan Reiches

A Parting Picture: A Manifestation of Culture in Our Firm

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Is Your Culture Eating Your Strategy for Breakfast?

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