This document discusses how to change an organization's culture to achieve better results. It argues that culture is defined by shared purpose, values, and performance standards, and that culture uniquely shapes the results and relationships an organization achieves. The document provides four ideas for changing culture: 1) define the future desired culture, 2) create new habits that embody the culture, 3) maintain a sense of urgency about cultural change, and 4) demonstrate discipline in implementing and sustaining cultural changes. Leaders must actively define and model the new culture to create an environment where change can occur.

1. Change Your Culture – Change Your Results™
A Results Rule!® Education Program
Randy Pennington
Pennington Performance Group

2. What the movie and
television industry know
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3. @RandyPennington

4. “Everything you do to try to adapt and change
and renew a company - whether it’s organizational
change, marketing, finance, HR – takes place in a
crucible and that crucible is culture.”
@RandyPennington
-Louis V. Gertsner, Jr.
Former Chairman & CEO
IBM Corporation

5. Your culture is uniquely designed to deliver
the results and sustain the relationships you
are achieving today.
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6. Culture: the integrated
patterns of human behavior
that include thought, speech,
and action; the way we do
things around here that
defines what we believe
about people, performance,
and productivity.
@RandyPennington

7. Culture is shared
• Purpose
• Values, assumptions, beliefs
• Performance expectations and
standards
• Language, legends, and
symbols
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8. @RandyPennington
Every organization,
department, team, and even
community has a culture.
X
X
X
X
X
X
x
The only question is will your
current culture sustain you
and enable you to deliver the
results you need in the future?

9. The challenge:
How do we create a
common set of unifying
values, assumptions,
beliefs, and habits that
drive actionable
performance and behavior
toward a shared purpose?
@RandyPennington

10. Four ideas
• Define the future
• Create the habits
• Maintain the urgency
• Demonstrate the discipline
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11. Define the Future
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12. What does our culture need
to be in the future to make us
relevant to our customers,
staff, and business partners?
The better question:
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13. Create the habits
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14. Choices
Actions
Habits
Culture
How Culture
Develops
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15. The leader can’t simply state
the purpose, goals, and
values.
x
The leader must actively
define and demonstrate what
they look like in practice and
create the environment for
change to occur.
@RandyPennington

16. Imperatives for changing and sustaining
your culture
• Define the purpose, vision, values, and current reality
• Create continual awareness
• Cultivate the language
• Leverage the legends and symbols
• Build and maintain the competencies
• Align structure, process, procedure
• Actively strengthen the group and assimilate members
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17. Maintain the
Urgency
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18. The importance of the
culture never goes away.
x
This isn’t a new “program.”
It is a way of thinking and
acting that drives
everything you do …
forever.
@RandyPennington

19. “80 percent of what leaders care about
and talk about when trying to enlist
support for change doesn’t matter to
80 percent of the workforce.”
-Scott Keller and Carolyn Aiken
McKinsey & Company
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80%20%

20. The ability to change is based on readiness.
Intellectual understanding does not ensure
emotional readiness.
The truth about lasting change
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21. People change for two reasons
• Crisis pushes us to change
• Opportunity pulls us to
change
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22. Demonstrate the
Discipline
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23. Most organizations do not hold themselves
accountable for developing and sustaining a
culture that enables them to deliver amazing
results and sustain lasting relationships.
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24. A compelling culture that
delivers meaningful results
is the intangible that
provides a sustainable
competitive advantage in a
world where products and
services are viewed as
interchangeable.
@RandyPennington

25. What will YOU do?
@RandyPennington

26. Thank You!
randy@penningtongroup.com
www.penningtongroup.com
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