1. What’s your Korporate Kool-Aid?
OR
November 4, 2010

2. Agenda
 Introductions T Rhiel
 Culture, Change and the Emotionally
Intelligent (EI) Leader T Rhiel
 Case Study S Allinson
 Snacks and Networking All

3. Setting the Stage
 Did You Know?
 http://www.youtube.com/watch?v=cL9Wu2kWwS

4. Defining the Terms
 Culture
 Change Management
 Leadership and EI
(Emotional Intelligence)

5. Drinking Your Kool-Aid
 “The Hard stuff is easy and the Soft stuff is
hard”
 Culture, Change and Emotionally Intelligent
Leadership are always present always active –
even if you’re not paying attention
 Culture – will help determine your ability to
manage change
 Knowing how to proactively manage change can
make you resilient
 …It all begins and ends with Leadership

6. Culture in Organizations
 Question – How often do you and others
think about your culture?

7. Culture
 Every business
 Corporate culture is
develops a culture comprised of:
based on:
 The products it  Attitudes
manufactures or sells
 Values
 The services it delivers
 Experiences
 Competitors and the
competitive environment  Beliefs
 Reaction to threats and  Values
external stress  Myths
 The regulatory
environment

8. Schein’s Culture Model
Artifacts Visible
Visible organizational structures,
processes, norms
and
Known
Espoused Values
Strategies, goals, and philosophies that
are justifications for things being as
they are
Basic Underlying Assumptions Invisible
Unconscious, taken-for-granted beliefs, perceptions,
and
thoughts, and feelings; the ultimate source of values
Unspoken
and action

9. In other words …
 “Culture” is all the unspoken assumptions a group
holds about the world and how it works
 Most of the time, you’re not even aware that you’re
being influenced by it!

10. “Culture eats strategy for Breakfast”
Culture is so strong that people will deny,
minimize, ridicule, or dismiss the reality of what
they see or experience if it conflicts with their
core culture assumptions.
This is where culture gets its real power!
Culture

11. Can culture be changed?
 Culture change can be done, but it is a long term
(minimum 3-5 years) process
 All aspects of the organization must be addressed and
aligned with the desired culture:
 Structure (the organization’s architecture)
 Symbols (images that reinforce the culture)
 Systems (e.g., appraisal system, selection systems)
 Staff (selection, development of human resources)
 Strategy (behavioral manifestations of organization's vision)
 Style of leaders (attitudes, examples set by top leaders)
 Skills of managers (competencies of individuals who carry out the
change process.)

12. Toxic Cultures
 What examples do you have of “toxic” cultures you may
have experienced?

13. Each organization is
perfectly designed to
get the results it gets

14. MENTAL MODELS

15. Mental Models
Have you heard the term “Mental Models?”

16. The Dog, the House and the Flag
Visualize…
 Your perfect house
 Describe the flag of the greatest nation on
earth

17. Mental Models
… are the images, assumptions and stories
that we carry in our minds of ourselves, other
people, institutions and every aspect of the
world.
 They determine what we see
 By definition are flawed in some way
 Below level of awareness
 usually untested

18.  Our beliefs are the truth
 The truth is obvious (to us)
 Our beliefs are based on real data
 The data we select are the real data
 Robert Bly and our large brown bags

19. GM’s Mental Models
 GM is in the business of making money, not cars
 Cars are primarily status symbols. Styling,
therefore, is more important than quality
 The American car market is isolated from the rest of
the world
 Workers do not have an important impact on
productivity or product quality
 Everyone connected with the system has no need
for more than a fragmented, compartmentalized
understanding of the business

20. Ladder of Inference
I take Actions based on my beliefs
I adopt Beliefs about the world
I draw Conclusions
Leaps of abstraction
Reflexive Loop
I make Assumptions based on the meanings I
add
I add Meanings (cultural & personal)
I select Data from what I observe
Observable data and experiences

21. Ladder of Inference
We can’t count on Ken. He is unreliable.
Ken always comes in late.
Ken knew exactly when the meeting was
to start. He deliberately came in late.
The meeting was called for 9 a.m. and Ken
arrived at 9:30. He didn’t say why he was
late.

22. Change Management

23. Examples of Change You are
Facing or Have Encountered

24. Economic Impact
 Managing change impacts the bottom line –
period!
 Not managing change effectively costs
money, time, resources, and productivity

25. Why do Change Management?
Productivity
Introduction
of change
Without Change
Management:
Productivity Decrease
Time
Introduction
Productivity
With Change
Management: of change
Productivity Increase
Time

26. Black Holes
Cost for corporate black holes can be
enormous
Organization loses confidence in
leadership when management can’t fulfill
the promise of their directives
Result -- people learn to ignore
management directives

27. When change is managed poorly people
feel
How do you feel when you go through change?
 Anxiety
 Stress
 Lack of control over their lives
 Uncertain about the future
 Not vested in the process or results

28. Organizational Change:
Two Options Attempts to
Attempts to introduce
introduce changes that
changes that are radically
are generally different than
consistent with the existing
the current Current culture usually
culture usually are not
are successful
Culture successful
Beliefs Behaviors Assumptions

29. Resistance
 Perception of change determines whether
resistance occurs
 One person sees the change as a small
wrinkle
 Another regards the change as a complete
transformation
 Open resistance is healthy
 Don’t fight resistance, acknowledge it
 The 20 60 20 rule

30. The cost of change
Money
Time
Before Beginning During After
change of change change change

31. WORKING WITH EMOTIONAL
INTELLIGENCE - EI

32. Emotional Intelligence
 “Anyone can become angry – that is easy.
But to be angry with the right person, to the
right degree, at the right time, for the right
purpose, and in the right way – this is not
easy.” Aristotle

33. EI vs. IQ
 Who wins?
 ….and why?
 Where does IQ win?

34. Programmed Responses
 Reinforcing, here they come again – Mental
Models
 Passions can overwhelm reason
 Death

35. Developing EI Means Developing
Your Leadership Style
 How do you develop it?
 It all starts with deep, deep understanding of
yourself
 Your strengths, weaknesses areas of growth
 Blind spots
 A life long commitment to learning

36. Bringing it all Together
 As a leader your style will impact
 The culture of your organization and the type of
culture you will ultimately develop
 How well your organization manages change
 Your willingness to continually develop your
leadership style

37. Business Results
OR

38. Case Study
 Culture
 Change Management
 Emotional Intelligent Leadership
Reality Hits

39. Q&A

40. Close
 Call to Action
 Networking