Cultivating a Purposeful Culture: Your Organization’s DNA

© 2016 WORK EFFECTS HEALTH + CULTURE

About Work Effects

© 2016 WORK EFFECTS Our Mission Over 20 years of experience in leadership and organizational development WE hold expertise in creating the right: o Metrics: “You can’t change what you can’t measure!” o Methods: the change process and technology o Movement: facilitation, training, and coaching What you get: o Purposeful culture o Competitive advantage o Increased workforce productivity o Highly committed workforce Transform leader and culture beliefs to align with business strategy to create competitive advantage.

© 2016 WORK EFFECTS Five Commitments Build a collaborative approach and partnership to create accountability Pay attention to details Provide a positive experience Meet timelines and budgets Be responsive, creative, and innovative

© 2016 WORK EFFECTS Clients

Your Organization’s DNA

© 2016 WORK EFFECTS Health vs. Culture How it’s done What is done “ “ ” ” Bad Good Every organization wants to be healthy. There is no one right way to approach culture. © 2015 WORK EFFECTS

Why Health?

© 2016 WORK EFFECTS Trends and Benefits of Engagement Source: Aon Hewitt 2014 Trends in Global Employee Engagement Report Source: McKinsey Quarterly Organizational health: The ultimate competitive advantage

© 2016 WORK EFFECTS Core Values Examples

© 2016 WORK EFFECTS Measuring Health Every organization should be healthy Engagement and values are not aligned to your strategic goals You need more to create distinction by defining “how work gets done”

Why Culture?

© 2016 WORK EFFECTS Culture

© 2016 WORK EFFECTS ROI of Purposeful Culture Watson Wyatt High Trust Organizations Study, 2012 James Heskett The Culture Cycle, 2012 Culturally aligned organizations with high-trust return 286% more value to stakeholders than low-trust organizations 1 Purposeful culture can account for as much as 50% of the competitive difference between organizations over a 10 year period 2

© 2016 WORK EFFECTS Strategy → Where you’re going → How you’ll get there → Enablers & Inhibitors

© 2016 WORK EFFECTS Strategy to Results Strategy must go through culture to produce results Culture eats strategy for lunch –Peter Drucker Strategy LeadershipTrust Culture Capability Results

© 2016 WORK EFFECTS Aligning Strategy and Culture Choose your current or a familiar organization Identify key strategic goals Strategy drives culture

Activity

© 2016 WORK EFFECTS Ability to function, change, and grow effectively Propensity to have positive job attitudes Ideally stays “good” continuously Health vs. Culture Unique social and psychological environment How an organization approaches the work they do Requires shifting to align to strategy changes Bad Good

© 2016 WORK EFFECTS Customers Transaction al Intimate

© 2016 WORK EFFECTS Market Approach Market Adopter Market Leader

© 2016 WORK EFFECTS Loyalty Logo Loyalty Individual Loyalty

© 2016 WORK EFFECTS Focus External Internal

© 2016 WORK EFFECTS Risk Tolerance Risk Mitigation Embrace Risk

© 2016 WORK EFFECTS Operational Approach Low Process Variation High Process Variation

© 2016 WORK EFFECTS Decision Making- Information Fact Intuition

© 2016 WORK EFFECTS Decision Making - Location Centralized Decentralized

© 2016 WORK EFFECTS Atmosphere Disciplined Social

© 2016 WORK EFFECTS Results How What

© 2016 WORK EFFECTS

Current Order of Cultures Put your initials on the red dots and put them on the TOP portion of the poster.

© 2016 WORK EFFECTS Order of Needed Cultures What culture is NEEDED for the strategic goals to be met Put your initials on the green dots and put them on the BOTTOM portion of the poster.

Sustainable Change

© 2016 WORK EFFECTS Strategy Culture Alignment Workshop Create common understanding and buy- in to strategy Establish shared understanding of the importance of culture in executing strategy Determine contextual definitions of culture Assess the cultural dimensions that are most critical in executing strategy Determine what change will mean for the organization and how to take action

© 2016 WORK EFFECTS Priority Order of Cultures

© 2016 WORK EFFECTS Enablers + Inhibitors What are the behaviors that currently inhibit us from growing? What behaviors will enable us to shift to where we want to be?

© 2016 WORK EFFECTS Culture Transformation Phases © 2015 WORK EFFECTS

© 2016 WORK EFFECTS Phase I: Culture- Strategy Alignment Planning Step 1: Clarify strategic goals Step 2: Discuss the culture you have Step 3: Define the culture you need Step 4: Prioritize the critical few Step 5: Individually rehearse “how work needs to gets done” Define Needed Culture

© 2016 WORK EFFECTS Phase II- Discover Step 1: Conduct Organizational Survey Establish benchmarks for organization health and culture metrics Step 2: Analysis of Information & Organization Determine the 20% of the organization that produces 80% of the value and focus there Step 3: Executive Debrief Provide executives with summary results, themes and trends, and roadmap for transformation Health + Culture Gap Analysis

© 2016 WORK EFFECTS

Phase 3 Follow Up Process

© 2016 WORK EFFECTS Phase IV – Deploy 1.Identify Culture Champions 2.Prepare Culture Champions 3.Sustain Culture Transformation 4.Monthly Dashboard Metrics Phase IV Steps Key People

Next Steps

© 2016 WORK EFFECTS What’s to Come To assess health and cultivate a purposeful culture in your organization, Strategy Culture Alignment Certification, February th, to register or to learn

527 Marquette Ave S, Suite 900 Minneapolis, MN Thank you!