Half day open training event held in Toronto, Ontario

1. All you want to know about culture
and cultural change
by Toronto Training and HR
July 2015

2. CONTENTS
3-4 Introduction
5-8 Elements of culture
9-11 Components of workplace courage
12-15 Creating a culture of trust
16-19 Ethics and culture
20-21 Leadership and culture
22-24 Management behaviours and common cultural gaps
25-27 Employee engagement and culture
28-29 Competing values framework
30-31 Building a performance-based work culture
32-33 Maintaining a strong team culture
34-36 Turning your organization into a culture of readers
37-39 The impact of a merger on culture
40-42 Instilling an accountability-based culture
43-44 A lesson on culture from schools
45-48 Case studies
49-50 Conclusion, summary and questions
Page 2

3. Page 3
Introduction

4. Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
15 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
HR support with an emphasis on reducing
costs, saving time plus improving employee
engagement and morale
Services for job seekers

5. Page 5
Elements of culture

6. Elements of
culture 1 of 3
• Create a vision
• Establish clear goals
• Communicate
• Use the organization’s
core values
• Select and develop
talent
• Empower employees
• Maintain a performance
orientation
Page 6

7. Elements of
culture 2 of 3
• Use teamwork
• Be consistent
• Focus on value
enhancement
• Be proactive
• Address resident and
customer needs
• Allow balance in
employee work and
life
Page 7

8. Elements of
culture 3 of 3
Core elements
• What we believe
• The tools we use
• How we behave
Page 8

9. Page 9
Components of workplace
courage

10. Components of
workplace
courage 1 of 2
• Morally worthy goal
• Intentional action
• Perceived risks, threats
or obstacles
Page 10

11. Components of
workplace
courage 2 of 2
• Storylines
• Self-identity
• Identity tension
Page 11

12. Page 12
Creating a culture of trust

13. Creating a
culture of
trust 1 of 3
• Organizational
communication
• Personal trust
• Change communications
and transition management
• Employee communication
• Customer trust
• Knowledge sharing and
collaboration
• Public relations
• Principles and skills
Page 13

14. Creating a
culture of
trust 2 of 3
Actions for leaders
• Tell people what you
know and don’t know
• Explain why
• Be consistent
• Don’t spin
• Communicate,
communicate and
communicate
• Be realistic
• Be accountable
Page 14

15. Creating a
culture of
trust 3 of 3
Actions for leaders
(continued)
• Acknowledge and honour
people’s contributions
• Be authentic
• Share information
Page 15

16. Page 16
Ethics and culture

17. Ethics and
culture 1 of 3
• Ethical content
• Ethical operations
• Ethical individuals
• Hallmarks of an ethical
workplace
• An ethical culture
inventory
Page 17

18. Ethics and
culture 2 of 3
Ingredients in an ethical
workplace
• Compliance
• Fairness
• Motive-based trust
• Ethical working self-
concept
Page 18

19. Ethics and
culture 3 of 3
Types of ethical culture
• Virtuous workplace
culture
• Positive workplace
culture
• Compliant workplace
culture
Page 19

20. Page 20
Leadership and culture

21. Leadership
and culture
Embedding mechanisms
• Primary embedding
mechanism
• Secondary embedding
mechanism
Page 6

22. Page 22
Management behaviours
and common cultural gaps

23. Management
behaviours and
common cultural
gaps 1 of 2
• Communicating
• Evaluating
• Persuading
• Leading
• Deciding
• Trusting
• Disagreeing
• Scheduling
Page 23

24. Management
behaviours and
common cultural
gaps 2 of 2
Rules to remember
• Don’t
underestimate the
challenge
• Apply multiple
perspectives
• Find the positive in
other approaches
• Adjust and readjust
your position
Page 24

25. Page 25
Employee engagement
and culture

26. Employee
engagement
and culture
1 of 2
• Expectations
• Behaviours
• Language
Page 26

27. Employee
engagement
and culture
2 of 2
Steps to take
• Define the required
culture
• Ask everyone to
describe the current
culture in one word
• Identify if there is a
gap, then build a plan
to close the gap
Page 27

28. Page 28
Competing values
framework

29. Competing
values
framework
• Clan-human affiliation
• Adhocracy-change
• Market-achievement
• Hierarchy-stability
• Beliefs
• Values
• Artifacts or behaviours
• Effectiveness criteria
Page 29

30. Page 30
Building a performance-
based work culture

31. Building a
performance-
based work
culture
• SMART objectives
• Questions to ask around
outcome-based
objective-setting
• A team drill around the
ultimate outcome
• Identify activities that
enable the outcome and
activities that don’t
• Measure success
• Who sets objectives?
Page 31

32. Page 32
Maintaining a strong team
culture

33. Maintaining a
strong team
culture
• Keep the foundations
strong
• Increase the involvement
of team members
• Demonstrate trust in your
team
• Keep up teambuilding
activities
• Ask for feedback about
your own performance
Page 33

34. Page 34
Turning your organization
into a culture of readers

35. Turning your
organization
into a culture
of readers
1 of 2
• Expand the scope of
available knowledge
• Spur innovation
• Create individualized
learning solutions
• Foster meaningful
connections and
collaborations
• Make knowledge stick
• Invest in human capital
and leadership skills
Page 35

36. Turning your
organization
into a culture
of readers
2 of 2
• Curate a dynamic
body of knowledge
• Raise awareness and
visibility
• Find evangelists
• Encourage reading
through
acknowledgement and
incentives
• Incorporate a reading
in your next meeting
or activity
Page 36

37. Page 37
The impact of a merger on
culture

38. The impact of
a merger on
culture
1 of 2
Three phases involved
• Pre-merger
• Integration
• Stabilization
Page 38

39. The impact
of a merger
on culture
2 of 2
Steps to take
• Take the best of both worlds
• Don’t assume you will
achieve total integration
• Include leaders from both
teams
• Avoid uniformity for
uniformity’s sake
• Help former competitors
become collaborators
• Communicate early and often
Page 39

40. Page 40
Instilling an
accountability-based
culture

41. Instilling an
accountability
-based
culture 1 of 2
• Conduct an accountability
review
• Hold an accountability boot
camp
• Start with a behaviour
statement
• Regularly meet up and talk
it through
• Don’t promote
accountability shirkers
Page 41

42. Instilling an
accountability
-based
culture 2 of 2
• Hire accountable people
• Monitor your success and
make adjustments as
needed
Page 42

43. Page 43
A lesson on culture from
schools

44. A lesson on
culture from
schools
• Take care of yourself
• Take care of each other
• Take care of this place/take
care of business
Page 44

45. Page 45
Case studies

46. Case studies 1 of 3
Page 46

47. Case studies 2 of 3
Page 47

48. Case studies 3 of 3
Page 48

49. Page 49
Conclusion, summary and
questions

50. Page 50
Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions