This document discusses driving cultural change within an IT organization. It notes that initially only 15% of people may be positive about change, with others reacting with anger, distrust or uncertainty. To increase acceptance of change, clear communication is important along with encouraging questions, accepting input, avoiding quick judgments, and remaining open to change. Leaders must be comfortable with discomfort and continue pushing boundaries. Defining core cultural beliefs and values is also key, as is assessing performance and removing toxic employees. Driving continual improvement requires ongoing efforts like reinforcing reasons for change, setting objectives, listening, and celebrating wins.

1. Transition::IT
Leadership and Cultural Change
mike d. kail :: @mdkail
VP of IT Operations
Netflix

3. Results of Resistance and Reaction to
Change
15% Anger
40% Distrust
30% Uncertain
15% Positive
How can the Positive 15% get the others to at least consider the
the concept of change?

4. By Increasing Resiliency
“the ability to adjust to, or recover from, change”
❖ Direct and Clear Communication
❖ Encourage Questions
❖ Accept Input (criticism and praise) from Others
❖ Don’t be Quick to Judge
❖ Work on Planning and Organization
❖ Remain Open to the Idea of Change

5. Get Comfortable With Being Uncomfortable
100% commitment to changing the culture

6. Now What?
Continue to evolve and look for
opportunities to push the edges

7. Keep
Calm
Create
Disruption,
Innovation,
and
Revolution

8. Defining Culture
❖ Beliefs, Values, and Attitude
➢ Define these anchors first
■ e.g. Passion, Curiosity, Judgement, Impact …
❖ Executives start by leading by example
➢ Assess yourself and peers
■ Is everyone a High Performer?
➢ Hard Work != Performance
■ Number of hours worked per week poor indicator
➢ Remove “Brilliant Jerks”
■ Passive-Aggressiveness is another toxic trait

9. Improving Culture
❖ Look to continue to raise the talent bar
➢ high performers have a 10x impact on the business
➢ should improve collaboration, not internal competition
❖ Don’t settle when interviewing/hiring
➢ a B or C player starts to lower the talent bar
❖ Responsible employees thrive
➢ self-motivated
➢ driven to improve
➢ have leadership qualities, even as individual contributor

10. Traditional IT needs a 10x change

11. Change Starts With A Vision
❖ What is IT’s Mission Statement?
➢ e.g. “Improve Efficiency and Reduce Process”
❖ Continual Evolvement
➢ Enhance your skills
❖ Collaboration with LOB
➢ Engage and Enable
❖ Operational Efficiency
➢ Empower via service model

12. Continued Change Requires Continued
Effort and Focus
❖ Continue to Reinforce Reasons for Change
❖ Set Clear Objectives (Short and Long Term)
❖ Be Accessible
❖ Be an Active Listener
❖ Focus on Actions and Results
❖ Celebrate Wins
❖ Work on your “EQ” (Acknowledge Emotions)
❖ Direct and Candid Feedback