1Creating a Culture of ExcellenceAl LopusJune 2011
Proposition:Bad culture eats good strategy for lunch…2
3Toxic Culture
4Leadership Introduces New StrategyToxic CultureLeadership Introduces New Strategy
What’s left?5Toxic Culture
6Bad culture eats good strategy for lunch…New StrategyToxic CultureWhat’s left of the Strategic Initiative?
Employee Engagement Is Linked to Ministry GrowthStaff Engagement Levels
Engagement & TurnoverI would prefer to remain with my organization even if a comparable job at higher pay were available.47.9%42.6%9.5%
DEFINING A GREAT PLACE TO WORK®
Genesis of an ideaThe 100 Best Companies to Work for in America by Robert Levering and Milton Moskowitz(1984, 1994)
A Great Place to Work– What Makes Some Employers So Good (and Most So Bad) by Robert Levering (1988)
FORTUNE 100 Best Companies to Work For® Annual List (1998)DIMENSIONS OF A GREAT PLACE TO WORK®Communication: Communications are open and accessibleCompetence: Competence in coordinating human and material resourcesIntegrity: Integrity in carrying out vision with consistencySupport: Supporting professional development and showing appreciationCollaborating: Collaboration with employees in relevant decisionsCaring: Caring for employees as individuals with personal livesTRUSTEquity: Balanced treatment for all in terms of rewardsImpartiality: Absence of favoritism in hiring and promotionsJustice: Lack of discrimination and process for appealsPersonal Job: In personal job, individual contributionsTeam: In work produced by one’s team or work groupCompany: In the organization’s products and standing in the communityIntimacy: Ability to be oneselfHospitality: Socially friendly and welcoming atmosphereCommunity: Sense of “family” or “team”
100 Best Annualized ReturnsAnnualized Returns 1998-2009
13The Best Christian workplaces Model
Ministry Value Chain:“Healthy Ministries Tend to Be Fruitful Ministries”A Compelling Place to WorkA Compelling Place to Receive MinistryA Compelling Place to GiveStaff RetentionGrowthCustomer  & Supporter SatisfactionCustomer  & Supporter LoyaltyMinistry ValueStaff EngagementEffectivenessStaff ProductivitySource:  Harvard Business Review:  Putting the Service-Value Chain to Work.  Heskett, Jones, Loveman, Sasser and Schlesinger.  March-April, 1994   Adapted for Christian Ministries by BCWI
Employee RetentionGrowthCustomer  & Supporter SatisfactionCustomer  & Supporter LoyaltyMinistry ValueEmployee EngagementEffectivenessEmployee ProductivityThe Next Question: What Factors Influence Engagement?Factor 1Ministry Value Chain:Factor 2Factor 3Factor 4Factor 5
Research in Christian Workplaces470+ unique Christian ministries surveyed100,000+ staff respondents over last 9 yearsResearch by SPU’s Doctoral Program in Industrial/Organizational Psychology (Drs. Rob McKenna & Tanya Boyd)58 Question Staff Questionnaire16
 Representative Organizations KSBJ, HoustonKCMS, SeattleEMF/ K LoveBack to the BibleAmerican Bible SocietyHeartland Church, Rockford, ILLifeChurch.tvIndiana Wesleyan UTyndale HouseInterVarsity PressCRISTA, SeattleDenver Rescue MissionELICJoni and FriendsMOPS InternationalADFUpward Sports17
Commitment To GrowthMinistry Value Chain:Christian CharacterEmployee RetentionGrowthCompetenceCustomer  & Supporter SatisfactionCustomer  & Supporter LoyaltyMinistry ValueEmployee EngagementClimate for ActionEffectivenessEmployee ProductivityCompensation5 C’s of Christian Leadership
Christian Character19Faithful leadershipexhibits the Fruit of Holy Spirit, puts Christ first, has integrity, demonstrates compassionHigh trust between leadership and staffChristian witness –by reflecting Christ to the WorldWhat does the Lord require of you?To act justly and to love mercy and to walk humbly with your God  Micah 6:8
Competence20Management excellence – stewardship of human and financial resources Alignment- Mission, vision, values strategy and goals alignedResults – the ability to deliver resultsHealthy relationships with stakeholders
Commitment to Grow 21Supervisory intimacy – supervisors care for employees as people, and can solve work related problems. Mentoring- development is encouraged by a mentorCommunity- Christian community experienced with co-workers
Communication for ActionActive collaboration- seeking and acting on suggestionsInclusive transparency-involving employees in decisions and openly explaining reasons behind decisionsInnovative focus- encouraged to experiment22
CompensationRecognition for top performersFairness in the levels and treatment of rewards and benefits23For the worker is worthy of his wages.   Luke 10:7
Four Levels of Health24
Culture Overall25PioneeringHealthyLimited HealthToxic
MinistryReachRevenueGrowthGoal AchievementActualEe PerceptionCommunication EffectivenessPeer toPeerTopDownBottomUpCompensationClimate for ActionChristianCultureCapability &CompetenceCommitmentFor Learning& Training InvestmentBCWI Ministry Scorecard DashboardMission GrowthMission EfficiencyMinistryEfficiencyComp $EffectivenessMinistry PerspectiveCustomer SatisfactionDonorsDonor RetentionDonorGrowthCustomerRetentionCustomerRatingEmployeeRatingDonorROICustomer / DonorTalent Management EffectivenessInternal Business ProcessesEmployeeSatisfactionEmployee Retention &AbsenceEmployee EngagementEmployeeFit5 C’s of Christian ManagementLearning and Growth
“The 4-D” Cycle - Organizational Change Approach (Appreciative Inquiry)DiscoveryWhat gives life?Appreciating2.  DreamWhat might be?Envision Impact4.  DestinyHow to empower, learn& improve?SustainingPositiveChange Topic3.  DesignWhat should be-the ideal?Construct Together

NRB Research Symposium - Al Lopus

  • 1.
    1Creating a Cultureof ExcellenceAl LopusJune 2011
  • 2.
    Proposition:Bad culture eatsgood strategy for lunch…2
  • 3.
  • 4.
    4Leadership Introduces NewStrategyToxic CultureLeadership Introduces New Strategy
  • 5.
  • 6.
    6Bad culture eatsgood strategy for lunch…New StrategyToxic CultureWhat’s left of the Strategic Initiative?
  • 7.
    Employee Engagement IsLinked to Ministry GrowthStaff Engagement Levels
  • 8.
    Engagement & TurnoverIwould prefer to remain with my organization even if a comparable job at higher pay were available.47.9%42.6%9.5%
  • 9.
    DEFINING A GREATPLACE TO WORK®
  • 10.
    Genesis of anideaThe 100 Best Companies to Work for in America by Robert Levering and Milton Moskowitz(1984, 1994)
  • 11.
    A Great Placeto Work– What Makes Some Employers So Good (and Most So Bad) by Robert Levering (1988)
  • 12.
    FORTUNE 100 BestCompanies to Work For® Annual List (1998)DIMENSIONS OF A GREAT PLACE TO WORK®Communication: Communications are open and accessibleCompetence: Competence in coordinating human and material resourcesIntegrity: Integrity in carrying out vision with consistencySupport: Supporting professional development and showing appreciationCollaborating: Collaboration with employees in relevant decisionsCaring: Caring for employees as individuals with personal livesTRUSTEquity: Balanced treatment for all in terms of rewardsImpartiality: Absence of favoritism in hiring and promotionsJustice: Lack of discrimination and process for appealsPersonal Job: In personal job, individual contributionsTeam: In work produced by one’s team or work groupCompany: In the organization’s products and standing in the communityIntimacy: Ability to be oneselfHospitality: Socially friendly and welcoming atmosphereCommunity: Sense of “family” or “team”
  • 13.
    100 Best AnnualizedReturnsAnnualized Returns 1998-2009
  • 14.
    13The Best Christianworkplaces Model
  • 15.
    Ministry Value Chain:“HealthyMinistries Tend to Be Fruitful Ministries”A Compelling Place to WorkA Compelling Place to Receive MinistryA Compelling Place to GiveStaff RetentionGrowthCustomer & Supporter SatisfactionCustomer & Supporter LoyaltyMinistry ValueStaff EngagementEffectivenessStaff ProductivitySource: Harvard Business Review: Putting the Service-Value Chain to Work. Heskett, Jones, Loveman, Sasser and Schlesinger. March-April, 1994 Adapted for Christian Ministries by BCWI
  • 16.
    Employee RetentionGrowthCustomer & Supporter SatisfactionCustomer & Supporter LoyaltyMinistry ValueEmployee EngagementEffectivenessEmployee ProductivityThe Next Question: What Factors Influence Engagement?Factor 1Ministry Value Chain:Factor 2Factor 3Factor 4Factor 5
  • 17.
    Research in ChristianWorkplaces470+ unique Christian ministries surveyed100,000+ staff respondents over last 9 yearsResearch by SPU’s Doctoral Program in Industrial/Organizational Psychology (Drs. Rob McKenna & Tanya Boyd)58 Question Staff Questionnaire16
  • 18.
    Representative OrganizationsKSBJ, HoustonKCMS, SeattleEMF/ K LoveBack to the BibleAmerican Bible SocietyHeartland Church, Rockford, ILLifeChurch.tvIndiana Wesleyan UTyndale HouseInterVarsity PressCRISTA, SeattleDenver Rescue MissionELICJoni and FriendsMOPS InternationalADFUpward Sports17
  • 19.
    Commitment To GrowthMinistryValue Chain:Christian CharacterEmployee RetentionGrowthCompetenceCustomer & Supporter SatisfactionCustomer & Supporter LoyaltyMinistry ValueEmployee EngagementClimate for ActionEffectivenessEmployee ProductivityCompensation5 C’s of Christian Leadership
  • 20.
    Christian Character19Faithful leadershipexhibitsthe Fruit of Holy Spirit, puts Christ first, has integrity, demonstrates compassionHigh trust between leadership and staffChristian witness –by reflecting Christ to the WorldWhat does the Lord require of you?To act justly and to love mercy and to walk humbly with your God Micah 6:8
  • 21.
    Competence20Management excellence –stewardship of human and financial resources Alignment- Mission, vision, values strategy and goals alignedResults – the ability to deliver resultsHealthy relationships with stakeholders
  • 22.
    Commitment to Grow21Supervisory intimacy – supervisors care for employees as people, and can solve work related problems. Mentoring- development is encouraged by a mentorCommunity- Christian community experienced with co-workers
  • 23.
    Communication for ActionActivecollaboration- seeking and acting on suggestionsInclusive transparency-involving employees in decisions and openly explaining reasons behind decisionsInnovative focus- encouraged to experiment22
  • 24.
    CompensationRecognition for topperformersFairness in the levels and treatment of rewards and benefits23For the worker is worthy of his wages. Luke 10:7
  • 25.
  • 26.
  • 27.
    MinistryReachRevenueGrowthGoal AchievementActualEe PerceptionCommunicationEffectivenessPeer toPeerTopDownBottomUpCompensationClimate for ActionChristianCultureCapability &CompetenceCommitmentFor Learning& Training InvestmentBCWI Ministry Scorecard DashboardMission GrowthMission EfficiencyMinistryEfficiencyComp $EffectivenessMinistry PerspectiveCustomer SatisfactionDonorsDonor RetentionDonorGrowthCustomerRetentionCustomerRatingEmployeeRatingDonorROICustomer / DonorTalent Management EffectivenessInternal Business ProcessesEmployeeSatisfactionEmployee Retention &AbsenceEmployee EngagementEmployeeFit5 C’s of Christian ManagementLearning and Growth
  • 28.
    “The 4-D” Cycle- Organizational Change Approach (Appreciative Inquiry)DiscoveryWhat gives life?Appreciating2. DreamWhat might be?Envision Impact4. DestinyHow to empower, learn& improve?SustainingPositiveChange Topic3. DesignWhat should be-the ideal?Construct Together