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Culture Talk Final 1 21 10


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This is the outstanding presentation that Dr. Ellen Moran gave at our recent ExecLink-St. Louis meeting

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Culture Talk Final 1 21 10

  1. 1. Creating Culture Chemistry Managing the Hidden Dynamics that Can Make or Break Your Success Presented By: Ellen L. Moran, Ph.D.
  2. 2. What’s Your Experience? We need someone who is more... Proactive Strategic Process oriented Innovative Customer focused
  3. 3. Success! We’ve found the right person! He’s what we need . . . He can shake things up Get us on the right track He’s already delivering the right messages
  4. 4. The Problem... People don’t seem to be listening... Complaints about his style... He thinks things are worse than we told him...
  5. 5. Six Months Later This is concerning....
  6. 6. One Year Later What did we miss?
  7. 7. Consequences Hire someone more like the culture Give up on culture change Cynicism regarding leadership Potentially unnecessary career failure Reduced confidence
  8. 8. Who has seen this movie before? Can you share a brief story?
  9. 9. What went wrong? There was a key pattern (and language) mismatch Good intentions, ineffective impact Everyone is frustrated, but not sure what or what to do about it (below conscious disconnect)
  10. 10. What’s the solution? Our Agenda Become aware of the power of patterns Discover some of our own Apply this awareness Connect and influence the culture Interview more successfully
  11. 11. Patterns = Meta Programs What I Criteria decide What I Motivation prefer... Direct our attention and thought processes Describe characteristics of thinking, motivation and behavior Influence experiences Can make us effective or ineffective depending on contexts
  12. 12. Examples Planning-Meeting criteria (cost reduction vs. customer service) Internal-External (I’m right) (is anybody listening)
  13. 13. Criteria – What do you want in...X? What are Criteria? Things that are important to us Personal labels for values Words that incite Hot buttons Composed of many elements, conscious and (mostly) unconscious
  14. 14. Examples Love = Make me laugh Be on time Spend time together Innovative = new automated novel
  15. 15. Specific Criteria Challenge Competence Recognition Ease Success Freedom
  16. 16. Specific Contexts Vacations Relationships Interviews Culture
  17. 17. Primary Criteria Questions What do you want in (context – a job, a relationship, a particular thing, etc)? Why is that important? Why is that important?
  18. 18. Additional Criteria Questions What was it about that, which was important to you? What standards do you have about that? What qualities do you seek in X? Why do X? What is meaningful in X? What makes X worth fighting for? What do you want "X" to accomplish for you? What is it about that that counts?
  19. 19. Discover yours Use your work sheet Consider your current job role or the one you want Write down your answer to the criteria questions
  20. 20. Uses for criteria Decision making Job competencies Interviewing Decoding the culture Sales & Marketing Customer Service Team Dynamics
  21. 21. The Power of Criteria If there is no time for any other discovery Probe and understand others criteria Many other patterns emerge from criteria
  22. 22. How can you use Criteria now? Decoding culture Interviewing Which key stakeholders Ask the interviewer about should you ask this what’s most important in question? the role. Or “What’s most important Describe your qualifications to this company’s future?” in the interviewer’s Use their exact criteria criterion language words in describing what Evaluate whether this is the you want to accomplish job for you—match or mismatch of criteria
  23. 23. Motivation Pattern Motivation Source – Internal/External Internal External
  24. 24. Discover Your Pattern Use your worksheet Write your answer to the question… How do you know you’ve done a good job at being…(your role)?
  25. 25. Motivation Pattern Motivation Source – Internal/External Internal External
  26. 26. Internal Positives Evaluate things on the basis of what they think is appropriate Provide their own motivation and make their own decisions Decide about what they want to do and how they are doing
  27. 27. Internal Negatives Have difficulty accepting other people's direction and feedback May reject important feedback May be seen as distant, arrogant or uncaring.
  28. 28. When Both Parties are Internal... Both sides believe: The other is wrong or mistaken Their motives are questionable Both sides have difficulty listening to reach resolution
  29. 29. External positives Evaluate things on the basis of what other people think is appropriate Open to feedback as to how they are doing
  30. 30. External negatives Need other people to provide guidance, motivation and direction Cannot decide for themselves They have difficulty beginning or continuing a task without someone giving them direction, feedback and approval
  31. 31. To Discover Motivation Source... Ask, “How do you know if you have done a good job at X” Internal External “I know” “Other people tell me”
  32. 32. Internal/External Influencing Language Internal – External – only you can so and so thinks decide the feedback you'll get you know the approval you'll get it's up to you others will what do you think notice, give you might want to references consider give advice a suggestion for you to or direction think about
  33. 33. How can you apply this now? Company Culture Interviewing Listen carefully, respectfully to Assume your interviewer is their criteria and past successes internal to you Dig deeper to be sure you Consider where the role understand requires you to be internal and Do not imply you know more, external; describe yourself in have the answer, are imposing those terms your standard Executives need to strike the Assume they are internal until right balance you see signs they are looking Where possible elicit the for guidance interviewer’s criteria
  34. 34. Other Patterns Can Be Important General Options Achieve a goal or solve problems Explore options or follow correct Proactive Change process Take proactive measures or think through issues first Change, evolve or hold on to what’s working Tolerate difference or hold the line on standards Stay focused on the big picture or pay attention to the details And more….
  35. 35. Summary Strong internal pattern leads to disconnects and conflict Connect at the level of criteria to influence Understand your personal criteria/driving patterns for clarity- confidence-motivation Listen for job/culture criteria to find the success connections
  36. 36. Want to Learn More? Assessment, Coaching, Training Contact me for individual consultation or group team training Complimentary self assessment on your strongest and weakest patterns Visit my website: Or call: 314-995-6825
  37. 37. Motivation Patterns Reference Words that Change Minds, Shelle Rose Charvet Motivate Everyone, Jay Arthur