This document provides guidance to leadership committee presidents (LCPs) on influencing organizational culture within their local committees (LCs). It suggests that LCPs can use their vision and leadership to shape culture. The document then outlines several strategies and tools LCPs can use to socialize their desired culture, including recruiting culturally-aligned members, setting cultural expectations through meetings and events, leading by example, and creating a learning culture. An assessment is provided for LCPs to evaluate their current culture versus the ideal culture and identify gaps to address. The goal is for LCPs to strategically influence their LC's culture to achieve results and drive the organization forward.

1. Welcome
Presidents

2. Leading Together
(Currents)

3. Objective
• LCPs have insight in culture gaps
• LCPs have an idea of how they can
influence culture and drive results

5. Vision is achieved
through culture

6. Reflect on your
Vision for your
term

8. Reflect on your
Vision for your
term

9. How close did you
make it till now?
Reflect and Journal

10. How have you
used your LC
culture to make
your vision a
reality?
Reflect, Journal and Share in
pairs

12. EB team lost
their
commitment
towards LC
LC member
lost their
ownership
HR pipeline
problem
Drop in
every
function

13. After 6 months

14. Droppe
d by
100
exchan
ges
Weak
middle-
level
leaders
hip
Weak
Member
ship
Stagna
nt brand
in the
student
market
After 6 months

15. So, lets see where
are we...

16. Organizational Cultural
Assessment

17. Instructions
1. There are 6 questions.
2. Each question has 4 alternatives.
3. Divide 100 points among these 4
alternatives depending on the extent to
which each alternative is similar to your
own organization.
4. Give a higher number of points to the
alternative that is most similar to your
organization.

18. Compute your final
score
Per category: clan, adhocracy,
market, & heirarchy

19. Plot your scores on the
diagram
Use different colors for
“current” vs. “ideal”

20. Market Adhocrac
y
Hierarchy Clan
Risk
External Focus
Caution
Internal Focus
Task
Stable
People
Flexible

21. Connect the dots

22. Market Adhocrac
y
Hierarchy Clan
Risk
External Focus
Caution
Internal Focus
Task
Stable
People
Flexible

23. What inferences can you
draw from
the graph?
What behaviors are
lacking in your current
state compared to the
ideal state?

24. Dynamic
Entrepreneurial
Innovative
Experimental
Risk Taking
Extravert
Flexibility
People Oriented
Group Mentality
Loyal
Participatory
Mentoring
Nurturing
Clear Processes
Efficient
Detail Oriented
Reliable
Structured
Controlled
Coordinated
Stable
Result Oriented
Competitive
Achievement
Ambitious
Risk
Caution
Task People

25. How can you bring
in the ideal culture
you want to in
your LC?

26. Create a culture of strong ownership

27. Redefine the LC vision together

28. Pass our vision and culture
to the next generation

30. Globally Competitive Leaders Award
Winter Conference 20

33. How can
an
LCP
influence
the LC
culture?

34. Your
Vision
Your
Team
Stand

36. Culture Fit
Membership
Filter – Recruit - Strategy

38. Channels
Emails – Newsletters –
Personal Meetings

40. Local
Committee
Meetings
Local
Conference

41. May Local Congress 2012

42. May Local Congress 2012

43. October Strategy Conference 2012

44. Checkpoints
and Reviews
Transparency

45. Events
Social/informal
meetings
Parties

46. Showcase your
priorities by
Leading by
Example

47. Droppe
d by
100
exchan
ges
Weak
middle-
level
leaders
hip
Weak
Member
ship
Stagna
nt brand
in the
student
market
After 6 months

48. One year later

49. Showed a
fast
growth in
all
programs
in the last
6 months
Empow
ered
Middle
Level
Leaders
hip Highly
strong,
motivat
ed
member
ship
Strong
presence
in colleges
because
of
promoters
One year later

51. Culture of
Learning

53. Lead the
Movement