Jodie Slaughter, FASAE presented on Monday, March 26, 2012 at ASAE's Great Ideas Conference.

1. Is Your Culture Eating
Your Strategy for
Breakfast?
Monday, March 26, 2012
10:45 – 12:00
Hub Tag: #ideas12LS5
Jodie Slaughter, FASAE
President and Founding Partner
McKinley Advisors

2. 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!

3. 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

4. Why does culture matter?
“A company's culture is often at the root of difficult
people-related problems such as
motivation, morale, absenteeism, communications, tea
mwork, retention, injuries, and insurance claims.”
Barry Phegan,
Developing Your Company Culture, the Joy of Leadership
For associations, it matters even more!

5. Members are the Great Differentiators

6. YOUR TURN: Culture – What does it
mean to you?

7. 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.”

8. Culture – my definition
“What’s normal. The combination of specified and
implicit accepted and expected behaviors of your
environment.”

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

10. What do these say about culture?

11. What does this say about culture?

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

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

14. YOUR TURN: Designing the ideal
association 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?

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

16. 100
A
Instructions: 90
Find your average values for 80
each letter (A,B, C, D, and E). 70
To find these averages, add up 60
all of the values in each letter 50
row and divide by 6. 40
Plot “A” value on the “A” axis 30
Plot “B” value on the “B” axis 20
Plot “C” value on the “C” axis 10
Plot “D” value on the “D” axis D 0 B
2. Connect points on
A, B, C, and D axes.
3. Plot “E” value on all four
axes.
4. Connect four “E” points in a
different color/line type if you
have one.
C

17. 100
A
90
80
“Clan” “Adhocracy”
70
60
50
40
30
20
10
D 0 B
E = Toxicity
“Hierarchy” “Market”
C

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

19. CLAN – a sociable working environment ADHOCRACY – energetic and creative
Leaders: facilitator, mentor, team builder Leaders: Innovator, entrepreneur,
visionary
Values: commitment, communication, Values: Innovations, change, agility
development
Success: addressing the needs of the Success: new product roll-outs, market
clients and caring for the people innovations
HIERARCHY – formalized and structured MARKET – results based, competitive
Leaders: efficiency-based coordination Leaders: hard drivers, producers,
competitors
Values: efficiency, timeliness, consistency, Values: marketshare, achievement,
uniformity profitability
Success: low costs, smooth planning, Success: market penetration, leadership
trustful delivery

20. What about Toxic?

21. 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?

22. 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?

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

24. Culture – How do you change it?
RIGHT NOW: What kinds of values are currently shown in
the culture of your organization?
FUTURE: What kinds of values need to be shown in the
future 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 you
expect your members would value your organization as
showing toward them?

25. Culture – How do you change it?
Change begins with conversations and agreements
Actions DO speak louder than words
Influencers need not be those officially in charge

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

27. Thank You for Coming!
Jodie Slaughter, FASAE
President and Founding Partner
McKinley Advisors
202.333.6250 ext 301
jslaughter@mckinley-advisors.com
www.mckinley-advisors.com

28. A Parting Thought
“It is important to remember that values do not
drive the business; they drive the people within
it. Values must be internalized by the people in
the organization to have meaning.”
Ryan Reiches

29. A Parting Picture: A Manifestation of
Culture in Our Firm