Cultureshift4leaders

cultureSHIFT Presentation
tirza consulting ltd

“Insanity is doing the same things in
the same way, yet expecting different
results.” Stephen Haines

cultureSHIFT........ transforming your culture 4

 Pattern of shared values, beliefs and
assumptions considered to be the
appropriate way to think and act within
an organization.
 Your corporate culture can be viewed as
essentially the way your people think
and act.

 Corporate culture is a way of answering
such questions as: “How do decisions
get made here?” “What kind of
employee tends to get raises and
promotions?” and so on.
 In short, a company’s culture defines
“the way we do things around here.”

How Culture Manifest
 How you run meetings
 Decision making processes
 Management Style
 Respect for individuals
 Sharing of information
 Promotion policies and practices
 Rewards systems

Managing Culture……..
 Since management is the art and science of
getting things done through others,
managing culture-managing the way
people think and act -is the essence of
leadership.
 If you don’t manage your culture, the
culture will end up managing you.

Managing Culture
 From a conservative culture to a
experimental one.
 From a product-focused to a customer-
focused culture.
 From knowledge hoarding to knowledge
sharing.
 From silos and fiefdoms to integration
and unity.

Apple
 Top-notch excellence.-Selecting only the
best of the best workers.
 Creativity-Employees are selected for
their knowledge, skills, and creative
abilities.
 Innovation-Employees are trained and
encouraged to innovate.

Apple
 These characteristics of human resources
empower Apple to stand out and stay
ahead of competitors. These features of
the company’s organizational culture are
key factors that enable success and
competitive advantage

Culture is a means to an end, a way of
solving the problems your organization
faces.
 The assumptions and values your
employees share will largely determine
their day-to-day behaviours, and
ultimately the success or failure of your
company’s strategy.

 Corporate culture is, quite simply, HOW
THINGS GET DONE to operationalize
your vision and strategy.
 When there is a major change in the
challenges you face, you must be
prepared to shift both your strategy and
your culture in response.

Culture is expressed through every day
behaviours. When those behaviours
supports your strategic aims, then your
culture be one of the most powerful
drivers of success.
 Therefore when your strategy changes,
your culture needs to change as well.

Core Values
 Core values involve matters of principle.
They produce behaviors that provide a
moral compass (e.g., ethical standards,
truthfulness, nondiscrimination,
fairness, mutual respect, etc.) They
should never change, and must never
change.

Instrumental Values
 These are morally neutral. They produce
behaviors essential to the success of the
chosen strategy (e.g., customer-focused
decision making, speed of action,
operational discipline, knowledge-
sharing, prudent risk-taking, etc.)

When your strategy shifts, it is necessary
to reexamine your instrumental values,
not your core values.

Precious HealthCare Ltd Core Values:
 Empathy
 Integrity
 Customer Service
 Teamwork
 Professionalism

cultureSHIFT........ transforming your culture
 WHY CULTURE MATTERS
 Kotter and Heskett’s landmark study,
revealed that, over a ten-year period,
companies that intentionally “managed
their cultures well” outperformed
similar organizations that did not.
22

 WHY CULTURE MATTERS
 For every organization, culture-the way
your people think and act-produces
results. If you want to change your
results, the only realistic and sustaining
way to achieve that is by changing your
culture.
23

 An organization’s corporate culture can
account for up to 30% of its performance
when compare to “culturally
unremarkable competitors.”
Dr. James Heskett, Harvard University

 “I came to see, in my time at IBM, that
culture isn’t just one aspect of the game-
it is the game. In the end, an
organization is nothing more than the
collective capacity of its people to create
value.”
Louis Gerstner, Former CEO IBM.
25

 Principles of CultureSHIFT:
1. Leaders must create the requisite
culture.
2. Culture generates the results.
3. A culture of accountability is most
effective.
4. The results pyramid will accelerate the
transition.

 Leaders must create the requisite culture
 Every company has a culture which has
come about by chance or by deliberate
design. It is your responsibility to instill
the right culture inside your
organization.

 Culture generates the results
 Your organization’s culture determines
your results, and the results you want
should largely determine the kind of
culture you need.
 If you define a new and different targets,
you then have to build a different
culture which will make the new
strategy happen.

A Culture of Accountability is most
Effective Culture
 A culture of accountability is one in
which people take personal
responsibility to think and act in a
manner which will deliver the desired
organizational results.
 Everyone continually ask:”What else can
I do?

A Culture of Accountability is most
Effective Culture
 This kind of culture exist when people
in your organization choose to take four
steps:
 1.See It.
 2.Own It.
 3.Solve It.
 4.Do It.

4 Steps to Accountability
 The four Steps to Accountability are See
It, Own It, Solve It, and Do It.
 If everyone in your organization takes
these four steps, you move away from
the blame game towards an approach
where everyone stars in the solution

1. See It means that you must first
acknowledge the reality of your
situation: A problem exists, an issue
must be resolved, an obstacle must be
overcome, or a circumstance must be
conquered.

2. Own It-where everyone personally
invests efforts to proactively generate
the desired results.
 You must Own It in order to move
forward.

3. Solve It- where people work together to
remove obstacles standing in the way of
results.
People continually ask: What else can I
do to move forward, overcome obstacles,
and achieve the result?

4. Do It-where everyone gets out there and
focuses on doing top priority items.
People must take action.
 You must implement the solution that
grew out of applying yourself after
seeing and owning the problem.

The Results Pyramid will accelerate the
transition
 Using the Results Pyramid will
accelerate the transition from your
current culture to a Culture of
Accountability.
 It help you understand and then clearly
communicate with others what needs to
change about your culture in order to
achieve desired results.

Implementing the Results Pyramid
 To use the Results Pyramids to create a
Culture of Accountability, its vital that
you address all four segments of the
pyramid rather than just the top or the
bottom alone.

1.Define the results which you want to
achieve
 Clearly state the organizational results you
want to achieve in future. You new
objective will drive much of the activity,
energy and effort everyone in the company
puts in.
 You start with results because the
organization exists in order to produce
results.

1.Define the results which you want to
achieve
 Business results is the product of
experiences, beliefs, and actions working
together. To produce new results people
must shift their thinking and behavior.
 Clear, defined, meaningful results are
also the only way to drive real people
forward.

1.Define the results which you want to achieve
 Define the results you want to achieve clearly,
concisely and unequivocally.
 Make sure everyone in the organization focuses
exclusively on achieving the new results.
 Get everyone to define their performance in
terms of the results they need to achieve rather
than by their job descriptions

2.Take Actions which will produce those
results
 Success in changing your culture
requires that you get everyone to take
new actions everyday which will directly
lead to the new results you are after.
 One good way to do this is by using a
Stop/Start/Continue Analysis

 Stop/Start/Continue Analysis
ACTIONS
STOP:
START:
CONTINUE:

2.Take Actions which will produce those
results
 There will be some actions which you
currently do which will need to stop,
other actions you will need to start and
some existing actions you should
continue to do.

3.Identify the beliefs that generate actions
 People's beliefs - how they think-
determine their actions - what they do.
 Turning someone’s current beliefs into
beliefs which are aligned precisely with
the results you seek is a very powerful
way to change the culture.

A cultural belief statement
 To generate your desired results, a
different set of beliefs will be required.
The best way to prioritize the shifts
required will be to capture them in a
“Cultural Beliefs Statement.”

Act Now I will act with urgency to beat competitors
Reach Out I build partnership to achieve results
Own It I take accountability for our results
Lets Talk I share ideas in an open exchange
Be Radical I look for innovative ideas to implement
Be Lean Iam leaner, faster and better every day
Be Aligned What I do leads to our corporate results
Customer-
focused
I look for creative ways to help out my customers

 A good Cultural Beliefs Statement
should be assembled by management
with lots of inputs from rank-and-file
employees.
 This is intended to be a practical tool for
creation of alignment and to produce
results at every level.

4.Provide people experiences which instill
those beliefs
 To genuinely foster the adoption of a
new set of beliefs, you have to create
experiences which will convince people
to change their beliefs and think
differently.

 The 4 steps involved are:
1.Plan the experience-figure out in
advance the experience you need to
provide and why.
2.Provide the experience- make it as
engaging as possible.
3.Ask about the experience to encourage
reflection and interpretation.
4.Interpret the experience in helpful ways.

 The best approach is to start with the
senior leaders first and then work
outwards from there.
 Give the management team experiences
which change their own team culture
first.
 Make sure you and everyone else in the
management team model the beliefs you
are trying to instill in others first.

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