Kate Mannen , Organizational Development Specialist, HR Division City of Hamilton

Kate Mannen, Organizational Development Specialist, HR Division

City of Hamilton

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In 10 sentences or less, tell us about your profession, your organization, and your personal interests.

I am an Organizational Development Specialist with the City of Hamilton. I have been with Hamilton for approximately 5 years, 2 of those managing social housing, the rest in OD. I have worked in HR for about 15 years and previously another 15 years of experience in management and social work.

OD is a small team at the City; our work involves: Strategic alignment, Change Management, Leadership Effectiveness & Coaching, Succession Planning & Employee Engagement

Personal interests – I love change so change management is both a professional & personal interest. Other personal interests – travelling, downhill skiing, hiking, swimming & reading

Why is organizational culture and/or leadership development a topic of interest to you?

See above – part of my job

How would you currently describe the link between leadership and culture?

Strong at the moment – Our city manager has initiated a corporate culture change initiative, which will aims to succeed by 2017 with a culture of Collective Ownership, Steadfast Integrity, Courageous Change, Sensational Service and Engaged Empowered Employees. This initiative is being driven by the City’s leadership team with OD as a resource.

How would you define organizational culture?

Blend of human psychology, attitudes, values, actions and beliefs that people hold within an organization.

What do you hope to gain from this workshop? 1.How to achieve a consistent corporate culture (currently each of our departments has its own culture)2.How to improve performance through culture.

Do you have any pain points, challenges, or specific topics that you would like to have addressed during the workshop? 1.Communication – creating key messages 2.How to drive communication bottom up to achieve culture change. 3.How to create a business case for culture change.

Kate Mannen, Organizational Development Specialist, HR Division

City of Hamilton

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I am a Human Resources Generalist and a strong emphasis in employee relations and performance management here at Structural. Structural specializes in reinforcement, protection and restoration of existing and new structures. I have an interest in traveling, reading, and spending time with my family.


I love when a positive culture leads to meeting organizational goals and collaboration between divisions leads to forward progression. I like that my role in HR helps to support our employees in any level to become leaders in the organization. We can see how our influence impacts the organization in a real way through growing our future leaders. A healthy culture and an aggressive approach to leadership development can take an organization from weak and financially stagnant to strong and profitable.

Michelle GladdenHR Generalist, Structural

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I believe leaders create the culture of an organization. They set the standard for how the organization does business and whether its with integrity or shifty.


I would define it as the collective actions and feelings of the employees of an organization. It’s the way in which they strive together to reach goals and come up with solutions to issues.

What do you hope to gain from this workshop?

I hope to gain knowledge and skills that will help us to move towards a more all around productive and consistently happy organization.

Do you have any pain points, challenges, or specific topics that you would like to have addressed during the workshop?

I believe some of my branches have a hard time internally with trust. So I would like to learn how to raise their level of trust on a day to day basis.


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I am an HR Generalist for a large construction company. I focus mostly on the Organizational Development side of HR. Along with the OD Manager and 2 other HR Generalists, we handle employee discipline, terminations, investigations, leadership development, employee development, performance management, etc. Our organization has around 2000 employees so we are always busy. One of our main initiatives is to build our company culture and encourage employees and management to live our operating principles. This is very important to our CEO. In my personal time, I enjoy hiking and fishing, playing with my dog, traveling, the beach, music and movies.


I firmly believe that without a solid and sound organizational culture a company is destined to fail. Our employees are what makes the organization what it is. We need to encourage and build our employees to become leaders and buy into a certain cultural attitude. This is the biggest initiative and biggest challenge of our team, however this is a large priority to the CEO and other company leaders.

Grace BohnHR Generalist, Structural

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How would you currently describe the link between leadership and culture?Unfortunately, we see a lot of disconnect between how our leadership currently operates and what they expect culturally from others. In order to gain buy in from our employees, leaders have to live our culture and operating principles themselves. This is an ongoing challenge.

How would you define organizational culture?The values, behaviors, beliefs and attitudes shared by the employees of an organization that contribute to the overall environment of an organization.

What do you hope to gain from this workshop?I’m hoping to get a lot of ideas of what to do next after we get the results of the Denison Survey. Where do we go from here? How do we make a change and make a lasting one? How to we address the disconnects and fix them? How do we make sure leadership follows through?


See number 5. This is what I hope to get out of this workshop.


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I have been employed in Human Resources for almost 6 years now. I graduated with a degree in Human Resources Development and worked in the transportation industry as a generalist for 5 years. I currently work for a concrete repair company that has locations all over the US and the Middle East. I am responsible for five branches within the organization and primarily work in an employee relations/development role. My home base is currently in Houston, TX but I have only been there for about a year. I grew up in Wisconsin and spent many years living in Minnesota. I am a crazy college sports fan (Badgers), have an active lifestyle, and enjoy spending time with friends and family as much as possible.


I think the heart of an organization lies within its culture and that culture is cultivated by the leadership team. I think it’s important to identify what that culture is so you can not only live it, but recruit employees whose own values align with that culture.


The leaders define and shape the culture. In order to have a strong company culture the leadership has to define the culture and then live it everyday. Their actions must support the culture they are trying to create, whatever that may be. Without strong leadership and a clear message, the outcome will be every person for themselves and the culture will be that there isn’t one.

Emily SulzerHR Generalist, Structural

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How would you define organizational culture?I would define organizational culture as the internal language of the company. It’s the oddities that make one organization different from another one. Its core should shift and change infrequently as it’s a set of values put into place by a leader or leadership team.

What do you hope to gain from this workshop?I hope to discover tools and resources that will help develop the culture my company wants, but is having trouble achieving. I hope to find examples of how other people have been successful when dealing with multiple locations. I hope to come back with a knowledge base to act on the cultural challenges we are faced with daily.


From branch to branch, the dynamics change so drastically it’s been observed that it’s like working for another company. What are some tools we can use to help develop more cohesiveness within the branches without making them carbon copies of each other? (Still want the branches have some personality that makes them special). How to get leaders to truly understand actions speak louder than words?

Emily SulzerHR Generalist, Structural

Rogelio MartinezCEO, Transcendum / HR Tools

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• In 10 sentences or less, tell us about your profession, your organization, and your personal interests.

I got a doctoral degree in organization change from Pepperdine University and I have been working in this field for many years as a independent consultant. I also teach in 4 different universities both in the US and in México. I want to learn more about culture and to incorporate the the Denison instrument in my work.

• Why is organizational culture and/or leadership development a topic of interest to you?

Dr. Ed. Schein was my professor in the MSOD as well as in the doctorate and I was always fascinated with this topic and now in my consulting work I see a lot of possibilities to incorporate this dimension.

Rogelio MartinezCEO, Transcendum / HR Tools

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• How would you currently describe the link between leadership and culture?.

One of the books published by dr. Schein is named Leadership and Organization culture and that is exactly the link that I see between these two topics. Among other things the leader mode culture.

• How would you define organizational culture?

Unspoken rules that determines the way the organization behaves and accomplishes the organization mission.

• What do you hope to gain from this workshop?Learn about organization culture, learn how to use the Denison assessment and hopefully be certify to use it in my daily work.

• Do you have any pain points, challenges, or specific topics that you would like to have addressed during the workshop?

Given that English is not my first language, it would help me very much if the instructor do not use jargon or idiomatic expressions, that will be difficult for me to understand as an outsider.

Bernd WildenmannFounder, Wildenmann Consulting

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I’m the founder and owner of Wildenmann Consulting and Wildenmann Tools & Services. Our team consists of about 30 people and we focus on leadership development and on improving of individual and organizational performance.

Additionally we develop and adapt questionnaires and inventories for individuals, teams and companies. Our special interest is – particularly in our own research – to find the connection between human behavior (leadership skills etc.) and the company’s performance. This is for what our slogan “Turn soft skills into hard facts” stands.From my private site: I’m a professional pilot and I like to play piano and tuba in my orchestra.

• Why is organizational culture and/or leadership development a topic of interest to you?

Organizational culture and leadership development is a topic of our interest because we see a strong connection between these factors and organizational performance.

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Both factors mutually influence each other - leadership causes a specific culture and a strong culture causes a specific leadership behavior.


Organizational culture could be defined as the result of the existing values and the existing culture patterns (power, incompetence, harmony, taboos etc.)

• What do you hope to gain from this workshop?To get a clearer view how a high performance culture looks like and how a high performance culture could be established.

• Do you have any pain points, challenges, or specific topics that you would like to have addressed during the workshop?(No answer)

Bernd WildenmannFounder, Wildenmann Consulting

John MoskowSenior Consultant, Market Edge

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I am a technology and marketing professional with experience in medical, electronic, military and industrial markets. I have focused on product innovation and commercialization. Today, as a consultant, I work with clients to improve their business. Because of years at a culture focused Best Place to Work that was very successful financially, I believe that the Denison Model is a key to activating success.

Market Edge is a global consulting group which works with category leading companies with strong regional and international brands. The senior consultants all have line management experience at Fortune 500 companies making us very pragmatic.

My top interests are international travel (with a focus on the cultures), scuba diving and triathlons. A great day for me is an early swim (ocean or lake), ride in the mountains or around the lake and finish with a run in the countryside.


As consultants, we diagnose businesses for gaps in capabilities. Having worked for traditional (i.e. culture challenged) as well as Best Place to Work (cared about the culture), I have experienced the benefit of culture on performance. Being able help our clients analyze where they may need to invest in their culture to achieve their strategic goals is a strong value proposition.

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As consultants, we diagnose businesses for gaps in capabilities. Having worked for traditional (i.e. culture challenged) as well as Best Place to Work (cared about the culture), I have experienced the benefit of culture on performance. Being able help our clients analyze where they may need to invest in their culture to achieve their strategic goals is a strong value proposition.


What leaders do speaks volumes about the culture of the company. If the culture they tell you about is not the culture you experience, there is significant dissonance and, I believe, their integrity is suspect. I do recognize that it may be a blind spot for them but it still speaks to self-awareness and integrity.


Organizational culture is basically how things get done. It tells you what is valued and what is not. It shows you how to treat people both internally and externally.


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Since we use the Denison Model and Survey with some of our clients, my goal is to become more proficient in working with the model as well as more effective at describing its value to our clients.


We would like to develop the use of the Denison Model and Survey into a value added tool with our clients. My challenge is to create the value proposition as well as the compelling business case for implementation.


Janet Mabrey, Sales Manager, PepsiCo

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Career in Sales Management at Frito-Lay, national snack food division of PepsiC

Lead national team of Field Change Leaders who support field sales leadership teams in deployment of various change initiatives; route delivery design, technology, compensation, pricing, market execution, etc…

Football fan; Uof M and Steelers season ticket holder

Foodie; love unique restaurants & good wine

Love lake activities

Enjoy Travel; business and personal

Janet Mabrey,Sales Manager, PepsiCo

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Both are integral to leading successful change


Leaders influence and define an organization’s culture


Behaviors and beliefs that are consistently evident


New ideas for successfully leading broader, cultural change


Ensuring local leaders take ownership for change initiatives

Victoria Zapata,CEO, HRTOOLS, Mexico

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My profession: I have a University degree in Human Resources, a diploma and a master degree in Human Development. 25 years of experience in the HR field and worked in executive positions being responsible of the HR function for several multinational and national companies and have been working full time as a Consultant for 5 years. My organization: HRTools was founded by me and my husband Alberto Villarreal in 2005. Since then, we represent Hogan Assessment Systems. Our experience encompass more than: 50,000 assessments to more than 100 customers (companies and consulting firms), 800 executive feedback sessions, 300 certified people in Hogan, and we represent since 2009 The Versatile Leader (Kaiser & Kaplan) for Mexico. Our market share continue to grow. Our team is formed by 6 Consultants, 1 Marketing person, and 3 administrative staff. Special interests: as we get more involved into our customer’s needs and processes, we find out a great opportunity to contribute with them with additional solutions to continue helping them to improve their organization performance. We see Denison as a great resource to integrate to our services.


First, because we have customers that require cultural counseling and I would like to be knowledgeable with a specific and validated model and research. Second, because it is part of my previous experience and I would like to increase my knowledge and domain for our company and our customers.

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I would describe it as a unity. Leadership and culture are systemic and they live together all the time.


Organizational culture is the sum of shared behaviors, policies, beliefs, practices, and actions that a specific group practices every day.

• What do you hope to gain from this workshop?

Refinement in my previous knowledge. Particularly based in the Denison model. Be able to help organizations and my own organization in understanding and model the culture towards results or strategic goals.

• Do you have any pain points, challenges, or specific topics that you would like to have addressed during the workshop?

No, I am open to learn and willing to make questions as they arise during the course.

Victoria Zapata,CEO, HRTOOLS, Mexico

Yarel Montelongo, Psychologist & Jr. Consultant, HRTOOLS,

Mexico

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I am a Psychologist. In HRTools, we evaluate and diagnose candidates and current collaborators in organizations for Selection and Development processes. I am a Jr. Consultant in the Mexico City’s office. Personally, I like puzzles, classic movies and spend time with my husband.


I like to participate in the growth of people. Specifically organizational culture interests me because I think that is the engine through which to achieve or hinder productivity and welfare of the equipment.


Leadership sets the tone for the organizational culture. The leader stimulates or represses behaviors that are the drivers of the organization.


The set of beliefs that most team agree in an unconscious level, and will be the reason of do or do not do certain behaviors in day to day.

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I want to have more knowledge of the way in which you can observe, diagnose and develop a work culture. Since my knowledge on this is limited, as I have more experience in diagnosing personality.


Only with regard to the acquisition of knowledge.

Yarel Montelongo, Psychologist & Jr. Consultant, HRTOOLS,

Mexico

Andrew RahamanManager, Emergency Preparedness, Federal

Reserve Board

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I work at the Federal Reserve Board in Washington DC where I am responsible for overseeing the emergency preparedness and business continuity programs. I also work as an adjunct faculty member for the Center for Creative Leadership providing leadership development and coaching programs. Lastly, I have a small coaching and leadership development practice that I would like to grow to include culture assessments and leadership on-board.


Leaders by virtue of their position are highly visible. Their actions are noticed and often times emulated. Helping leaders understand the nexus between living espoused values and behaviors may help them see how they are creating culture. A culture where organizational members are aligned may result in higher creativity, performance and job satisfaction

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How would you currently describe the link between leadership and culture?Overall I would say it’s a reciprocal relationship. Culture informs how people act in the future and gives meaning to those actions.

How would you define organizational culture?The values, norms and behaviors that determine what people view as significant and consequently act on.

What do you hope to gain from this workshop?Deeper understanding of leadership and culture. Very practical experience on how to interpret the assessment results and lead team discussions on how to align culture.


No

Andrew RahamanManager, Emergency Preparedness, Federal

Reserve Board

Christopher Schmelzer, HR Manager, GE Corporate Audit Staff

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I’ve spent the last 3 years working in HR for General Electric. In my most recent role I support a group of high potential finance and IT employees with selection & assessment, leadership development, and career coaching. In the fall I am returning to school to purse a degree in I/O Psychology.


Because the two are vital for sustained success in an organization.


Is it the leader that creates the culture or the culture that creates the leader?

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The beliefs, traditions, & rules (both written and unwritten) handed down in an organization.


Learn something new and a stronger professional network.


No

Christopher Schmelzer, HR Manager, GE Corporate Audit Staff

Patrick McGuireOrganizational Development Consultant,

Structural

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I am an Organizational Development Consultant (Internal) with STRUCTURAL. I have been in this role for just over 5 years. Prior to that, I was in recruiting with the STRUCTURAL for 5 years and in recruiting during my career before STRUCTURAL. Our organization is a specialty construction company with between 1500 and 2000 employees depending on business needs.


We have been tasked with maintaining a company culture of (sentence was left unfinished)

How would you currently describe the link between leadership and culture?In my opinion, the leadership is somewhat disconnected from the culture. They have an idea of what they want it to be and they hold on to that idea even though the company struggles to follow that culture. They allow certain culturally corrosive elements to exist in the company. These elements are sometimes profitable parts of the business. I think it is difficult for the owners to make any big changes in that sense. This does not go unnoticed and in turn affects the employees’ trust in the company and they see the Company as hypocritical.

Patrick McGuireOrganizational Development Consultant,

Structural

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How would you define organizational culture?“The way we do things here” is the most succinct way that I can describe it. It is about the way we treat our people and the way we go about our business on a daily basis.

What do you hope to gain from this workshop?I hope to learn some follow up activities to the Denison survey that will help us identify and improve aspects of the culture.


Follow up activities are my main interest.

Sarah MaloneConsultant, The AldonMalone Group

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I am an Org Development consultant and leadership / executive coach with over 25 years experience working with non-profit & for profit organizations in the US and Canada. The focus of my work is helping leaders lead change and helping them develop organizational agility and change capacity throughout their organizations. I also teach in Benedictine University’s Ed.D. program in Higher Ed and Change. In this program I teach the Org Development, Change & Innovation course and the Change Leadership courses. I’ve also taught the Executing Strategic Change course and am guest speaker (topics: Appreciative Inquiry / Positive Change, & Managing Change with People in Mind) in the MBA program @ Northwestern.


My experience and my research in the areas of continuous & adaptive change, and complex adaptive systems bears out the link between leadership and culture. Thru words and more importantly deeds, leaders create context -- the environment . So it is imperative that leaders understand their impact—how they influence individuals and the organization as a whole.

How would you currently describe the link between leadership and culture? See above.

Sarah MaloneConsultant, The AldonMalone Group

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How would you define organizational culture? Culture is the manifestation of the underlying values, assumptions, and beliefs that inform behavior. Here are a couple of definitions / descriptions I like:

• “Culture is like the air we breathe.” We take it for granted. We don’t give it much thought. We assume how we see the world is reality – the truth – the world’s point of view.” ~Norma Carr-Ruffino.

• Culture is the “collective unconscious” of the organization ~Peter Block• “When the organization’s culture is aligned, it reflects the vision, mission, and

values in everyday life throughout the organization. The many visible signs of culture, like symbols, myths, artifacts, language, how people relate to one another, and leadership style are far more revealing of the organization’s culture than the vision and mission statements hanging on the walls.” ~Unknown


My goal is better understand the model, its application and underlying research. I was introduced to the Denison model while working with a client. I’ve looked at the OCI and I am drawn to Denison’s work because it incorporates and aligns with my research, experience and interests


Not at this moment. I’m looking forward to learning about the model, application and research.

Nancy ZentisOD Consultant, Institute of Organization

Development

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In 10 sentences or less, tell us about your profession, your organization, and your personal interests

I’m an OD Consultant and my expertise as a consultant is in the field of Talent Management using an OD approach. My company, Institute of OD offers online OD Certification Programs for in OD, Talent Management and Leadership Development. We also work with clients on various OD assignments and we offer various assessment instruments and an online Mentoring program. I’ve been in the field over 25 years. I have a Ph.D. in Organization Development.


We have a model for OD that leads to culture change through systems learning on five levels. One of our sessions deals with different assessment instruments and we refer the Denison Model as our preferred model.


Leaders should model the cultural values, and leadership styles and competencies need to support the culture.

Nancy ZentisOD Consultant, Institute of Organization

Development

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Organization culture represents the values proposition promised by the organization and builds the foundation for organization success both externally and Internally,


I would like to learn more about the instrument and how it’s used to improve the culture. Also, interested in your work in organization systems design.


Not right now

Ashley KlecakIntern, gothamCULTURE

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After several years on the West Coast as an advertising account manager, I moved to New York City to pursue a MA in Social-Organizational Psychology from Columbia University. During my final semester, I discovered gothamCulture, an OD consulting firm devoted to improving performance through the lens of leadership and culture. I was drawn to the firm for its strong focus on organizational culture and creative, customized client solutions. I began at gothamCulture as an intern and, since graduation, have joined the team in an associate capacity – strategizing how to cascade large-scale culture change initiatives, designing executive development programs, and supporting gC marketing initiatives. Personally, I love travel, food, writing, yoga, and as of late – Game of Thrones. : )


I became fascinated by organizational culture after experiencing at the start of my career a range of organizational cultures from Time Inc. to a boutique ad agency to a tech start-up. The leadership dynamics and culture of the organizations and became more interesting to me than the advertising work itself. I am also interested in culture for the important role it plays in driving or impeding business strategy. I feel that this is still a link that executives don't readily consider.

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At gothamCulture, I’ve heard the link between leadership and culture described as “two sides of the same coin.” I think this an accurate representation of the interrelatedness of the two. Leaders drive culture, but it is also important for leaders to initiate dialogue at all levels of the organization to better understand what about the culture is helping or detracting from his/her vision.


I often hear culture defined as ‘the way we do things around here.’ I like this definition because it captures the sense that culture goes beyond the espoused rules, values, etc. and gets to the reality of how employees communicate, how work gets done, the unspoken rules of behavior, etc.


In this workshop, I hope to gain a stronger sense for the link between culture and performance. Having observed and been involved with designing programs where gothamCulture uses the Denison DOCS and DLDS assessments, I see great value in the tools. I would love to gain a better understanding of the research behind the DOCS and practice analyzing culture through case studies in order to be able to more comfortably speak to varied DOCS results in future client engagements.


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One of the challenges that I’d like to work through is how to approach executives or reports who see little value in culture work. I’d like to strengthen my argument for the link between culture and performance. More specifically, I’d also hope to address the challenge of workgroups within organizations who don’t feel that the DOCS data is reflective of their specific group (when an organization-wide survey is administered.


Lawrence WilliamsOE Coach, The Clorox Company

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Current Profession is driving Organizational Empowerment with Clients through Operational, Human Resource and World Class Operation Practices. Prior experience in managing manufacturing operations and human resource roles.

Consumer Products Goods related to household cleaners, personal care and food businesses

Broaden knowledge and application of Denison tools to enhance engagement.


Both directly linked to role and responsibilities.

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Leadership defines Culture


The 360 view of how work is done through critical elements (i.e. Galbriath Model) with Leadership ownership


Understand analytical knowledge / application of Survey


N/A

Lawrence WilliamsOE Coach, The Clorox Company

Date post:	14-Feb-2016
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Kate Mannen , Organizational Development Specialist, HR Division City of Hamilton

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