Shaping Organizational Culture: Best Practices and Real World Methodologies
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A culture that mobilizes, empowers and engages employees has probably never been more important. Most organizations pursue the aspiration but fail to deliver in reality. In this webinar, learn how to help organizations move from good intentions to actively creating their ideal culture. We will: Identify the steps required to define the desired organizational culture Find out how to spot the behaviors that can undermine an organization's efforts Explore what research can tell us about effective (and ineffective) leadership and its impact on organizational culture Discuss practical strategies for making and measuring culture change in the real w
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Shaping Organizational Culture: Best Practices and Real World Methodologies
- 1. Shaping Organizational Culture: Best Practices and Real-World Methodologies David Ringwood | Vice President of Client Development, EMEA
- 2. Host Lucy Sullivan Head of Marketing, MRG For questions: Hover over the bottom of your screen to get the tool bar. Then click Q&A. Delivered to your inbox after the webinar: Âť Slides Âť Recording Âť Q&A
- 3. Management Research Group is a global leader in designing assessments that foster a deep self-awareness and impact people in profound and meaningful ways with solutions for Leadership, Personal Development, Sales and Service. MRG conducts extensive research on effective leadership behaviour, leveraging a database of more than 1.2 million assessment participants. David Ringwood VP of Client Development EMEA MRG
- 4. Agenda: Shaping Organisational Culture CONCEPT ⢠Understanding the fundamentals of organizational culture PRACTICE ⢠What research tells us about effective leadership culture REALITY ⢠Measuring what is really happening in the organization, and identifying areas and types of cultural change
- 5. Poll: How big a priority is managing organizational culture? How important is it to your organizations (or your clientsâ organizations) to define and actively manage the culture of their organization? A. Not a big priority B. Of growing importance C. Becoming a major consideration D. Mission critical
- 6. [Footer text to come] Page No 6 Organizational Culture CONCEPT Understanding the fundamentals of organizational culture
- 7. Culture is easy to intellectualize and idealize.
- 8. CONCEPT PRACTICE REALITY Where is the organization on their journey? Clear about cultural values & what they contribute Live out those cultural values on a day-to-day basis Have processes to reward, reinforce & measure
- 10. THE TRENDS Areas of growing emphasis, especially in enterprise cultures... Bottom-up, experiential (not intellectual) models of culture Core values, mindsets and behaviors being central to the model Clarity and commitment about whatâs in/out Understanding individuals better and more deeply Embracing behavioral diversity Community and collective decision making Where to begin?
- 11. Where to begin? âŚwhich implies that greatest value (for today) is in exploring: âŚand the language we need to describe them. MINDSETS VALUESBEHAVIORS
- 12. ⢠Entrepreneurial mindset ⢠Never give up mentality ⢠Innovative mindset ⢠Intellectually curious mindset ⢠Competitive mindset ⢠Glass half full mindset ⢠Glass half empty mindset ⢠Say it as it is mentality ⢠My way or the highway mindset ⢠Conservative mindset ⢠People come first mindset ⢠Courageous mindset ⢠Bureaucratic mentality ⢠Customer is always right mentality ⢠Collegiate mentality ⢠Donât rock the boat mentality ⢠Individualist mindset ⢠Never good enough mentality ⢠Customer first mindset ⢠No-nonsense mentality ⢠Growth mindset ⢠Corporate mentality ⢠Reflective mindset ⢠Pragmatist mindset High-level cultural mindsets
- 13. High-level cultural descriptors ⢠An enterprise culture ⢠An innovation culture ⢠An âup or outâ culture ⢠A high performance culture ⢠A safety culture ⢠A mission-led culture ⢠An inclusive culture ⢠A quality-led culture ⢠A learning culture ⢠A growth culture ⢠A people culture Choosing 2 or 3 priorities from the list above, write a sentence or very short paragraph that captures your vision of the ideal culture. âŚbut bear two things in mindâŚ.
- 14. What do you want people to be most inspired by? What do you want people to be most challenged by? What values do you want people to really embrace? How do you want your employees to describe their organisational culture? Define ideal cultural components
- 15. What are you no longer prepared to tolerate? What is not acceptable in your culture? How willing are you to challenge counter-cultural behaviour? What does this mean for the role model aspect of leadership? Think of examples that have or would impact team performance, customer experience or employee engagement Dealing with cultural derailers
- 16. [Footer text to come] Page No 16 Organizational Culture PRACTICE What research tells us about effective leadership culture
- 17. What can research tell us about effective leadership practices?
- 18. 22 Leadership Behaviors Specific, discrete, observable actions Example: Feedback â Providing specific and direct reaction to othersâ thoughts, ideas, actions and performance LEA 360â˘: the Leadership Effectiveness Analysis A multi-rater leadership assessment used in more than 60 countries, with more than 1 million total participants from around the world. 31 Leadership Competencies A set of several behaviors used effectively in combination to deliver a certain outcome Example: Ability to develop people (i.e., allows room for mistakes, stimulates growth, challenges positively, delegates authority)
- 19. Managing Diversity: Effective Leadership Behaviors Higher Emphasis on Lower Emphasis on MRG study of 28,291 global leaders who completed the LEA 360⢠between 2007- 2017
- 20. Entrepreneurial Culture: What to Expect Higher Emphasis on Lower Emphasis on MRG study of 467 global leaders who completed the LEA 360⢠between 2001- 2019
- 21. Employee Engagement: Effective Leadership Behaviors Higher Emphasis on Lower Emphasis on MRG study of 18,140 global entrepreneurs who completed the LEA 360⢠between 2015-2020
- 22. The Cultural Balancing Act: Results vs. Relationships MRG study of 17,717 leaders in U.S., Canada, Australia & the U.K. who completed the LEA 360⢠between 2014-2019
- 23. What percentage of leaders rank in the TOP THIRD for BOTH Relationships & Results? 0.41%
- 24. What percentage of leaders rank in the TOP HALF for BOTH Relationships & Results? 3.37%
- 25. Neural See-Saw Social by Matthew Lieberman ⢠Self-Awareness ⢠Collaboration ⢠Communication ⢠Authenticity ⢠Trust ⢠Complex Thinking Abilities ⢠Learning Agility and Speed ⢠Broad Knowledge Why is it difficult for leaders to be both?
- 26. What can research tell us about ineffective leadership practices?
- 27. The Culture Derailers: 4 Types of Ineffective Leaders MRG study of 15,811 global leaders (lowest 10% in overall effectiveness) Data from 2015-2019
- 28. High on: Self Feedback Management focus Dominant Production Low on: Cooperation Consensual Empathy Strategic Restraint Type 1: My way or the highway (24.3%)
- 29. High on: Outgoing Cooperation Consensual Deference to authority Empathy Low on: Management focus Dominant Type 2: Happy Follower (28.6%)
- 30. High on: Structuring Deference to authority Type 3: Stick to the Rules (27.3%)
- 31. High on: Outgoing Excitement Self Low on: Strategic Technical Structuring Communication Control Type 4: Engaging Lightweight (19.8%)
- 33. [Footer text to come] Page No 33 Organizational Culture REALITY Measuring what is really happening in the organization, and identifying areas and types of cultural change
- 34. Poll: Whatâs happening in practice? How much is your organization (or your clientâs organization) actively doing to influence or manage organizational culture? A. They havenât yet defined what they want B. There is a plan in place, but itâs not yet active C. Plans are being implemented D. They have done culture work and are regularly evaluating and re-evaluating
- 35. Which behaviors capture the essence of the desired culture? CREATING A VISION Conservative Innovative Technical Self Strategic DEVELOPING FOLLOWERSHIP Persuasive Outgoing Excitement Restraint IMPLEMENTING Tactical Structuring Communication Delegation FOLLOWING THROUGH Control Feedback ACHIEVING RESULTS Management Focus Dominant Production TEAM PLAYING Cooperation Consensual Authority Empathy
- 36. Reality: Actual vs. Desired Cultural Practices Define priority leadership practices and derailers (Strategic Directions) 1
- 37. Reality: Actual vs. Desired Cultural Practices Measure actual practices in the organization (Culture Audit) 2
- 38. Reality: Actual vs. Desired Cultural Practices Consider practical and actionable implications for cultural change (Developmental Practices) 3
- 39. Reinforcing Factors: How do we Maintain Culture? Reward Structures Measuring cultural change Employee Recognition Role model aspects of leadership Performance management HRIS Engagement & experience surveys Development beyond the role
- 41. On the WayâŚ. ďź Slides ďź Recording ďź Blog: Webinar Wrap-Up plus Q&A ďź Resources ď§ Coaching Crib Sheet: Shared Leadership ď§ Research Summary: Who We Are and How We Lead
- 42. Upcoming Events with MRG CertificationsWebinars Tool Talk LEA⢠Companion Products: Strategic Directions, Culture & Role Expectations Starts October 6 IDI⢠Starts October 1 Personal DirectionsŽ Starts October 22 Motivation and Self-Regulation: How Self-Awareness and Observation can Increase our Inner Resilience September 24 Discover the Individual Directions Inventory⢠(IDI) October 20 Registration for all events @ MRG.com
- 43. [Footer text to come] Page No 43 Thank you. Stay in touch. research@mrg.com
Editor's Notes
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