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Building a High Performance Culture
11 November 2014
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Joanna Barclay
Corporate Leadership Consultant
www.CultureLeadershipGroup.com Joanna.Barclay@CLG-AP.com
“People want to know you care,
before they care how much you know.”

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The Challenges
•How to attract and keep talented people
•How to increase profitability and shareholder value; meet the organisationmission and intended outcomes
•How to increase staff engagement
•How to increase innovation, creativity, agility, and customer satisfaction
How to implement a work life strategy that delivers high performance

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•Multi-generational workforce
–Different Life Stages
–Aging Workforce
–Different motivations
•Multi-cultural workforce
•Technology & Social Media
•Mobile Workforce
Changing Workplace

5. Level
7
6
5
4
3
2
1
IROS (P)=0-2-5-0 IROS (L)=0-0-3-0
How Singapore Employees Perceive their Current Workplace
Overall
customer satisfaction
375
2(O)
teamwork
333
4(R)
cost reduction (L)
309
1(O)
long hours (L)
290
3(O)
brand image
284
3(O)
results orientation
270
3(O)
continuous improvement
253
4(O)
accountability
249
4(R)
continuous learning
231
4(O)
hierarchy (L)
210
3(O)
Current Culture Values (CC)
I = Individual
R = Relationship
Black Underline= PV & CC
Orange= PV, CC & DC
Orange= CC & DC
Blue= PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Source: aAdvantage Consulting National Values Assessment 2012

6. What Singapore Employees Said Would Define their Desired Workplace
Overall
balance (home/work)
433
4(O)
teamwork
403
4(R)
employee recognition
400
2(R)
employee fulfillment
280
6(O)
continuous improvement
272
4(O)
continuous learning
261
4(O)
respect
256
2(R)
staff engagement
251
5(O)
coaching/ mentoring
250
6(R)
leadership development
250
6(O)
Level
7
6
5
4
3
2
1
IROS (P)=0-4-6-0 IROS (L)=0-0-0-0
I = Individual
R = Relationship
Black Underline= PV & CC
Orange= PV, CC & DC
Orange= CC & DC
Blue= PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Desired Culture Values (DC)
Source: aAdvantage Consulting National Values Assessment 2012

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Cost of Not Implementing Work Life Strategy?
•Disengagement
•Low Retention
•Failure to attract manpower
•Failure to attract top talent
•Cost of retraining
•High health costs
•Lower productivity
•Stress and Burnout

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North America 26-30%
Engaged
Disengaged
Southeast Asia 6-12%
Engaged
Disengaged
Employee Engagement – Gallup Research

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Doing the same thing over and over
and expecting different results is
... insanity.
-Albert Einstein

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Maintaining the same leadership, management style, and behaviors while expecting your employees to embrace new habits and greater collaboration is …
Cultural insanity!

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Case StudyGoC–House of Commons
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Case Study -GoC–House of Commons
Advantages of Flexible Work-Life
•Easier work-life balance;
•One extra day of rest in addition to weekends (compressed);
•Employees may plan their work hours according to their preferences and level of concentration;
•May facilitate transportation and reduce commute times and costs;
•Increased motivation, productivity and morale;
•Less stress and fewer interruptions.

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Case Study -GoC–House of Commons
Challenges
•Mistrust
•Lack of Supervision
•Fairness
•Lack of understanding of concerns/issues
•Lack of helpfulness
•Concerns of lack of accessibility

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Case Study -GoC–House of Commons
Myths and Realities about Flexible Work-Life
•Telework is expensive.
-Initial setup -technology is supplied in all work environments
•Teleworkers are less productive than they are at the office. How do I know they are really working?
-With IT monitoring productivity and results are monitored
-Managers can see how productive the employees are

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Case Study -GoC–House of Commons
Myths and Realities about Flexible Work-Life
•It is impossible for an employee with supervisory duties to telework.
-Multi-national company managers have supervisory responsibilities
•If I authorize it for an employee, everyone will ask for the privilege.
-With fairness, everyone whose job permits, can telework
•Telework will cause insurmountable scheduling conflicts.
-Not true

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Case Study -GoC –House of Commons
Myths and Realities about Flexible Work-Life
•Telework sets a precedent for the future
-Seen as an employer of choice, providing more flexibility
•Teleworkers can’t be reached.
-Email and instant messaging
•Client service will suffer.
-Same level of service can be provided

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Case Study -GoC –House of Commons
Cultural changes needed to happen too
-Investment by managers to have open, transparent, honest conversations with team members about the situation of the employee who is teleworking,
-Not for team members to judge why people wish to have flexible work hours or to telework
-Buddy systems can be set up where friends and team members are willing to give teleworker materials from the office
Mind-sets, values and behaviours needed to shift

18. Case Study -GoC –House of Commons
Impact on Team –Internal Team Cohesion
•Team became stronger, more trusting, and willing to help each other
•They become more charitable, doing things out of the goodness of their hearts
•When team members become ill, they pick up the slack for each other
•There is stronger internal cohesion on the team, brought everyone closer together.
Transformation from ‘me’ to ‘we’ through ABC

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What was the Culture that supported GoC-Houseof Commons’ Work Life Implementation
•Open Communications
•Staff Engagement
•Consensus Building
•Active Listening
•Non Judgemental
•Accepting Differences
•Internal Cohesion
•Fairness
•Trust
•Teamwork
•Accountability

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Cultural Capital –“Share of Heart”
How do leaders behave?
Earn share of heart
Large investment in culture
‘WOW’ factor
“Doing good for all” centered visions
Alignment of all stakeholder needs
Firms of Endearment (FoE) outperformed the
S&P500 by 1649% over a 15 yrperiod?
Loyalty, Respect, Integrity, Trust, Joy, Authenticity, Empathy, Compassion

21. A flood of literature on importance of Culture…what does it all mean?
Cultural Capital is the new competitive advantage

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22”Winds” Reason, Logic”Currents” Spirit, Emotions
Plans, Vision,
Strategy, Goals,
Structure, Systems
Habits,
Attitudes,
Traditions,
Prejudices,
Patterns,
Feelings,
Fear,
Values,
Beliefs
“Culture eats strategy
for breakfast”

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When Leaders Transform the Organisation Transforms
A whole system approach calls for actions in all four dimensions at the same time
COLLECTIVE
INDIVIDUAL
OBJECTIVE
SUBJECTIVE
Character
Actions and Behaviours
of the Leaders
Personality
Values and Beliefs of the Leaders
Culture
Values and Beliefs of the Organization
Source: K Wilber –Integral Model “A Brief History of Everything”
Environment
Structures
Actions and Behaviours of the Organization
2
4
1
3

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How are you, as a Leader, consciously creating your culture, or do you have a default, unconscious culture?

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“Bringing your values to work”
Values, Beliefs and Behaviours
Chooseone value that is important to you.
What is your beliefabout how this value supports work-life?
What behaviour(s) do you exhibit relative to this value?
1.)Fairness
Everybody wants to be treated fairly and given equal opportunity.
If someone requests the desire to work from home, there is open dialogue about the request and suitability of the position.
2.)
3.)

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ABCs of High Performance
•Awareness through measurement
If you can measure it you can manage it
•Belongingness through engagement
Connecting the head and heart, intellect and emotions
•Commitment through alignment
Creating a shared vision and values

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Whole System Transformation Evolution
A whole system approach calls for actions in all four dimensions at the same time
COLLECTIVE
INDIVIDUAL
OBJECTIVE
SUBJECTIVE
Source: K Wilber –Integral Model “A Brief History of Everything”
Environment
2
4
1
3
Mission
Alignment
Structural
Alignment
Values
Alignment
Personal
Alignment
Character
Actions and Behaviours
of the Leaders
Personality
Values and Beliefs of the Leaders
Culture
Values and Beliefs of the Organization
Structures
Actions and Behaviours of the Organization

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Who would youlike to have as your leader?
What the best leaders focus on: Values that create internal cohesion
1. commitment
2. control (L)
3. ambition
4. result oriented
5. demanding (L)
6. experience
7. goal oriented
8. authoritarian (L)
9. humor/fun
10. power (L)
1. commitment
2. positive attitude
3. accessible
4. teamwork
5. trust
6. integrity
7. accountability
8. customer satisfaction
9. enthusiasm
10. fair
How Maria sees herself?
How do others see Maria?
Internal Cohesion
Self- Esteem
High entropy Leaders (21% +)
Low entropy Leaders (0-6%)

29. Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
10 Leaders’ Values
Leaders’ Demonstrated Values
Matches3
Are we demonstrating the right leadership values, beliefs and behaviours as a leadership team ?
integrity
5
5(I)
making a difference
5
6(I)
demanding (L)
4
2(R)
excellence
4
3(I)
inspiring
4
5(R)
results orientation
4
3(O)
Orange= Values matchP = PositiveI = Individual
L = Potentially Limiting R = Relationship
(white circle)O = Organisational
S = Societal
client impact
9
3(O)
commitment
9
5(I)
accessible
8
2(R)
integrity
7
5(I)
accountability
6
4(R)
trustworthy
6
5(R)
excellence
4
3(I)
honesty
4
5(I)
reliable
4
3(R)
resultsorientation
4
3(O)
vision
4
7(I)
PL= 5-1 | IROS (P)= 3-1-1-0 | IROS (L)= 0-1-0-0
PL= 11-0 | IROS (P)= 5-4-2-0 | IROS (L)= 0-0-0-0
Example of a Group Leadership Assessment Plot

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Benefits of ABC: A Clear Roadmap
A collective view of what’s important
•Shifts the dialogue from us/them to we
Identifies strengths of your organization
•Allows you to build on and foster the positives
A quantitative health index -% entropy
•Names what is causing waste and energy drain
•Antidote is provided
A shared vision for moving forward
Identifies alignment/misalignment
•Points to what you need to do to create the desired culture

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“Consciousness is the tool and object of change” Diana Whitmore

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Where do you begin…
Personal Values Assessment
www.CultureLeadershipGroup.comwww.aAdvantage-consulting.com

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34From vision to results