This document discusses an organization's values of justice, hope, and humility which guide its culture. It describes the importance of clear values and outlines 8 components and 3 functions of an effective organizational culture. The goal is to identify behaviors that drive excellent performance. The approach involves measuring the current culture, linking results to strategies, and identifying high-leverage areas for improvement to cultivate sustainability, commitment, and motivation for change. Managers play a key role in building culture through authentic relationships and championing alignment with values. Introducing new initiatives is driving change below the surface in a lasting way.

1. Our Values
guideposts that inform action

2. Why clear values are essential.

3. Our Values:
Justice
Hope
Humility

4. Our Values drive Our Culture

5. Rubicon: A Values Driven Culture

6. Our Cultureactions that drive excellence

7. 70% of the lights didn’t work?

8. 8 core components
Clear Vision and Objectives Accountability & Measurement
Support and Guidance Appropriate Leadership Power
Being Respected and Valued A Sense of Belonging and Connection
Job Meaning and Purpose Empowerment
3 essential functions
Heighten Employee Engagement Strengthen Cultural Competence
Increase Diversity in Leadership
1 goal
Identify key behaviors and habits actions that drive excellent performance
The Role Function Goal

9. The Approach
Measuring
strengths & gaps of
current culture.
Link results to strategies,
goals.
Identify highest leverage
areas to improve.
Creating urgency
(passion) for change
WHY we must change.
WHAT happens if we
don’t change.
WHERE are we going.
Cultivate SUSTAINABILTYFoster COMMITMENTDrive MOTIVATION
Getting everyone
moving in a common
direction.
Shared understanding
for HOW will we get
from here to there.
Each person knows their
role, expectations and is
willing to do it.
Developing the
capability to respond to
ongoing changes.
Breaks culture down
into small changes and
habits.
Staff throughout the
organization seek and
initiate change.

10. The Partnership – Outcomes for Managers
Leadership Resiliency – Liberating your
leadership capabilities
Change Management – Adaptive, agile
decision making
Team Leadership – Build relationship,
trust, and motivation.

11. Culture building and change are achieved
through authentic relationships, alignment
with values and championening by
managers.
The Partnership Need

12. Environmental
What’s changing externally?
Behavioral
What are we being asked to do differently?
Capacity
We can change– we know how.
Mindset, Beliefs,
Assumptions
We believe the change is
important.
It aligns with Our Values.
Identity
The change aligns with who we
are.
70% of change
efforts fail because
they keep the focus
here – above the
surface.
Introducing ITF, design thinking and the
1R Editorial Calendar are driving our
change effort below the surface and
further than most efforts. BRAVO!!!
Here is where deep,
lasting impact and
change occurs. Here
is where your values
driven leadership is
the tipping point for
success.

13. The Partnership – Outcomes for Staff
Leadership Resiliency – Liberating your
leadership capabilities
Change Management – Adaptive, agile
decision making
Team Leadership – Build relationships,
trust, and motivation.

14. The Framework

15. Rubicon: A Values Driven Culture