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Building a Culture that Supports Growth
Lois Raats MEd CCC BCC
Business Growth Consultant
© 2012 Ready2Grow Associates www.ready2grow.com
Expertise: Strategic Planning Marketing & Sales Force Development Leadership & Team Development Process Improvement & Innovation 25 years’ experience
Mission: Help people and organizations get stronger and better.
Lois Raats MEd CCC BCC
© 2012 Ready2Grow Associates www.ready2grow.com
What is culture all about and why should you care?
How does culture development fit with your business’s growth stage?
What are some culture styles and which one does your business resemble the most?
What are some strategies and best practices for shaping culture to align with values and vision?
Outline:
© 2012 Ready2Grow Associates www.ready2grow.com
Symptoms of a team that needs a culture shift…
Business symptoms:Low productivity, low profits, high #complaints, low resolution
of said complaints, high turnover.
Team Symptoms: Low morale, low engagement, lack of trust, poor
communication, confusion, duplication, anger/sarcasm, gossip, tribal warfare - individuals vying for same space
Personal Symptoms: Stress, anxiety, sense of failure or incompetence, long-term:
low self-esteem
So why should you care about Culture?
© 2012 Ready2Grow Associates www.ready2grow.com
INNER OUTER
WHYWHAT
IDEOLOGY: -Values -Purpose -Vision
LEADERSHIP
“ROOTS”
HOW
IMPLEMENTATION: -Mission -Culture -Goals -Projects -Next Steps
MANAGEMENT
“FRUITS”© 2012 Ready2Grow Associates
www.ready2grow.com
Two Sides of Growth
Growth Requires Change
© 2012 Ready2Grow Associates www.ready2grow.com
© 2011 Ready2Grow Associates www.ready2grow.com
7 Stages of Business Growth & Key Challenges
∙Target∙Product∙Niche
∙Survival∙Cashflow∙Market Opp’s
∙Time & Priorities ∙Delegation ∙Standardization
∙Productivity ∙Innovation ∙Continuous Improvement
∙Back to Start-up ∙Leverage Experience to Tap New Markets
∙Focus on Quality & Innovation to Increase Value
∙Accurate valuation & exit strategy
© 2011 Ready2Grow Associates www.ready2grow.com
Team Growth (People CapabilityMaturity Model PCMM)
INITIALMove away from chaos & reactivity
REPEATABLECreate basic structures &
processes
DEFINEDIdentify Core competencies
OPTIMIZINGContinuous
improvement
MANAGEDAlign, Quantify,
Transfer Knowledge
Continuous InnovationIndividual Competency Dev.
Coaching
Few Processes in place
Fire-fighting
CompensationTraining
Performance ManagementRecruitment & Selection
Communication
Participatory CultureDefine Competencies
Knowledge & Skills AnalysisPerson-position FitWorkforce Planning
Leadership DevelopmentPerformance AlignmentCompetency AlignmentTeam-based Practices
Mentoring
Step Tasks
Growth requires both inner and outer change
© 2012 Ready2Grow Associates www.ready2grow.com
INNER – “ROOTS”
OUTER - “FRUITS”
• Values
• Vision
• Thoughts
• Feelings
• Attitudes
• Decisions
• Conversations
• Activities
• Behaviours
=
CULTUREStrong roots produce delicious fruits.
Values+ Purpose+ Mission+ Vision
= Identity Implementation (a.k.a. “how we do things around here” Culture)
CULTURE stems from CORE IDENTITY (“ROOTS”)
© 2012 Ready2Grow Associates www.ready2grow.com
CULTURE = “how we do things around here”
© 2012 Ready2Grow Associates www.ready2grow.com
thought
attitude
feelingACTIVITY
feeling
CONVERSATION
thought
BEHAVIOUR
value BEHAVIOUR
attitudeACTIVITY
VisionWe are guided by this vision of the future…
PurposeBecause we are all about…
Mission and Culture We will accomplish our purpose in this way…
Goal
Specific targets we will set to fulfill our mission
Supporting ProjectsSpecific projects that help us accomplish our goals…
Next Steps What we need to do today toward Projects X,Y,Z…
© 2012 Ready2Grow Associates www.ready2grow.com
Goal-setting Pyramid
ValuesPassionsIntentionsInklingsCustomers
© 2012 Ready2Grow Associates www.ready2grow.com
1. from the inside out.
2. from the top down.
CULTURE CHANGE happens…
© 2012 Ready2Grow Associates www.ready2grow.com
CORE VALUES
The enduring principles
we will never give up
that help us decide what
to do on a daily basis.
We would hold this value even if: We started another company It is 100 years from now It becomes a competitive disadvantage We are not rewarded for holding this valueAlso: It’s such an important part of our identity, that people
who don’t hold this value really couldn’t work for us.
Core Value Tests:
© 2012 Ready2Grow Associates www.ready2grow.com
© 2012 Ready2Grow Associates www.ready2grow.com
CORE PURPOSE
The underlying reason why we do
what we do each day Reminds us what we are committed to Answers the question “Why?”
(To figure out Purpose, state what you do, then keep asking “Why?”until you can’t answer any more)
“To build into people and communities…” To help people build better lives. To help people improve their lives. To support people. To help people know they are supported. To prevent loneliness, isolation, pain. So people can know they are not alone. To create a better life for everyone.
e.g. Why?
© 2012 Ready2Grow Associates www.ready2grow.com
Standards that shape our attitudes and behaviours to reflect our Core Values & Core Purpose
e.g. Core Value: INTEGRITY - We take responsibility. - We do what we say we are going to do. - We do our best work at all times. - We always seek the best for our customer.
GUIDING PRINCIPLES
© 2012 Ready2Grow Associates www.ready2grow.com
"Underpromise, Overdeliver"
"We always err on the side of the customer"
"We're honest in our dealings with each other and
the public"
"We take immediate responsibility for our actions,
both personally and as a company"
“We forgive others’ mistakes.”
Guiding Principles examples
© 2012 Ready2Grow Associates www.ready2grow.com
“For every problem, there is a solution.” “Find a way.” “No excuses.” “Money is a means not an end.” “We do what we say we’re going to do.” Treat others as I would wish to be treated Treat others as they would wish to be treated "We're compassionate in our dealings with each other and the public" Be fair Be respectful Be professional: aware of what I do and say and how it affects others Admit mistakes and forgive them in others.
Guiding Principles examples cont’d
© 2012 Ready2Grow Associates www.ready2grow.com
Faith • I believe in my bigger purpose, my business, and other people.
Reciprocity • I willingly give before I receive. I give whether or not I get back,
keeping in mind my boundaries.
Boundaries • I aim to be: Friendly • Firm • Fair
Abundance • I can get whatever I need when I help others get what they
need.
Attraction • I aim to attract more than promote.
Passion • I do what I love, and will overcome all obstacles until I accomplish
what I set out to do. I will find a way.
Competence • I am the best at what I love to do. No excuses.
Forgiveness • I forgive people’s mistakes and forgive myself for my own
mistakes. Anger wastes energy that could be spent serving
people.
Investment • vs. ”expense”. I invest time, energy, money to keep growing.
Ready2Grow’s Values & Guiding Principles
© 2012 Ready2Grow Associates www.ready2grow.com
CULTURE
© 2012 Ready2Grow Associates www.ready2grow.com
Culture Styles
© 2012 Ready2Grow Associates www.ready2grow.com
FREEDOM
CONTROL
INTERNAL FOCUS
EXTERNAL FOCUS
Values Innovation
High Tech
HIERARCHYValues
StabilityTraditional
Mfg.
ADHOCRACYEarlier Stage
Later Stage
Values stability. Traditional approach to structure and control Typical of traditional manufacturing businesses where success
is based on maintaining the status quo. e.g. Pepsi Strict chain of command Respect for position and power Well-defined policies, processes, rules, and procedures. Leader coordinates, organizes, and keeps a close eye on what
is happening.
Hierarchy Culture
© 2012 Ready2Grow Associates www.ready2grow.com
Values efficiency. Seeks control but does so by looking outward. Manufacturing and service businesses where competition is
high and innovation and quality control are essential. Continually seeks to reduce the cost of transactions in the
value chain e.g. hiring employees, choosing suppliers, negotiating price, security.
Leader seeks to create value flows between clients and suppliers with the lowest cost and delay.
Leader in market cultures driven by results, very competitive, and seeks always to deliver the goods.
Market Culture
© 2012 Ready2Grow Associates www.ready2grow.com
Values relationships. Team’s energy focused inward vs. toward marketplace. Less focus on structure, control, and price. Values craftsmanship and
flexibility. Organization relatively flat, people and teams allowed to act
independently. Sense of family, loyalty, common cause (defined by leader). Rules exist but are more often transferred socially than written down. Leader is facilitative and supportive, at times parental. Seeks to align
team around vision, shared goals, outputs and outcomes. Leader’s vision tied to marketplace, but team’s vision tied to leader.
© 2012 Ready2Grow Associates
www.ready2grow.com
Clan Culture
Values innovation. “Ad hoc” = “organized toward a special project”. Typical of tech startups where maximum agility is crucial to survival during rapid change. Highest independence and flexibility, market-driven. Specialized teams form rapidly continuously to surmount new
challenges. Grows through prototyping and experimenting rather than large, long-
term projects. Team’s energy focused on realizing a dream in the marketplace. Team
emotionally connected more with vision than with a particular leader. Leader is visionary, innovative, and takes calculated risks to make significant gains.
Adhocracy Culture
© 2012 Ready2Grow Associates www.ready2grow.com
What style of culture do you currently have? What style of culture do you want to build over time? What Guiding Principles ensure that your people are
living out your values, purpose, and mission? What Rules provide boundaries for you, helping you
and your employees live out your Values?
© 2012 Ready2Grow Associates www.ready2grow.com
Questions about Culture
Leaders walk the talk.
Set as a regular agenda item in meetings.
Keep written values, purpose, mission visible in your office.
Before you post the values, prepare the ground through discussion and
storytelling first.
Choose one value statement. Ask them what it means, and when it’s
been in play this week.
Start collecting these stories about how employees have been living out
our values.
Ways to Communicate Culture Internally
© 2012 Ready2Grow Associates www.ready2grow.com
Create a suggestion box.
Post your answers to suggestions above the box so people can
read and comment on your responses.
Have a “caught I doing something right” feedback box that
anyone can contribute to. Offer praise.
Use social media to communicate values, purpose, and vision
with your staff.
Create a values logo…
Ways to Communicate Culture Internally cont’d
© 2012 Ready2Grow Associates www.ready2grow.com
Thomas Nelson Publishers:
© 2012 Ready2Grow Associates www.ready2grow.com
First, get clear about your internal organization: your values, purpose, mission, and vision.
Incorporate these into all communications: print, social media, job postings, etc.
Identify the specific competencies required to accomplish your mission.
Word your job postings to attract people who are aligned with your values and vision.
Get the right people on the bus and the wrong people off the bus.
Ways to Shape the Culture You Want
© 2012 Ready2Grow Associates www.ready2grow.com
EngagementAlignmentLearningShared Leadership
Core Principles for Culture-Building
© 2012 Ready2Grow Associates www.ready2grow.com
Work for more than just money.
PASSIONATE – Care about their work
COMPETENT – Do a lot and do it well
LEADERS – Ownership and accountability
Engaged Employees…
© 2012 Ready2Grow Associates www.ready2grow.com
Understand the core vision, values, purpose and mission of the organization.
Apply the above on a daily basis according to the guiding principles
Solve problems in an agile fashion: can make decisions quickly based on market conditions and other factors - because they are clear about what is most important to the organization.
Aligned Employees…
© 2012 Ready2Grow Associates www.ready2grow.com
Are naturally curious, or are taught to be curious Are encouraged to learn Are encouraged to innovate
Bring great new ideas to the business and the team Are energized by innovation
Learning Employees
© 2012 Ready2Grow Associates www.ready2grow.com
Best model for teams is shared leadership. Leaders are self-directed. Leaders take responsibility for their actions. Leaders do whatever it takes to get the job done. Leaders set boundaries and don’t allow themselves to
become overwhelmed. Leaders think strategically, not just tactically.
Shared Leadership
© 2012 Ready2Grow Associates www.ready2grow.com
Website: www.ready2grow.comFree Business ScorecardFree 30-Day Time Tools program
Contact: [email protected] Twitter: lois_ready2grow Link with me on Linked In and Facebook!
Thank You!
© 2012 Ready2Grow Associates www.ready2grow.com