Welcome To The Denison Consulting Certification Workshop

Welcome To The Denison Consulting Certification Workshop

Your Facilitators Dan Denison Chairman & Founder, Denison Consulting
Dave Croci Director of Client Management, Denison Consulting Bryan Adkins CEO, Denison Consulting Nabil Sousou VP Global Sales, Denison Consulting Lindsey Kotrba President, Denison Consulting

GROUP DINNER AT THE EARLE RESTAURANT
Workshop Agenda Wednesday, March 12 NETWORKING BREAKFAST Welcome and Introductions Building High Performance Cultures What Is Culture? Understanding Habits & Routines The Denison Model Managing Dynamic Tensions How Culture Links to Business Performance LUNCH Application Setting the Stage for Culture Solutions Scenarios Business Case Studies GROUP DINNER AT THE EARLE RESTAURANT Thursday, March 13 NETWORKING BREAKFAST Highlights and re-cap of Day 1 Developing Leaders Linking Culture & Leadership The Denison Leadership Development 360 Leadership Case Studies LUNCH Leadership Case Studies, continued Additional Denison Products, Services & Support Key Phases of Data Collection & Analysis Additional Tools Denison Product Pricing Support Services Your pilot project SESSION ENDS

Building High Performance Business Cultures

Mindset is the Foundation
Norms, Behaviors and Artifacts. Visible, tangible. Personal Values and Attitudes. Less visible, but can be talked about. Cultural Values and Assumptions. Usually not visible at all, often held subconsciously, rarely (if ever) questioned in everyday life. Covered in pre-work video Image by R.A. Clevenger

Culture Reflects the Lessons Learned Over Time
Culture Reflects the Lessons Learned Over Time Lessons Survival Culture Underlying Principles Visible Symbols Covered in pre-work video Image by R.A. Clevenger

Rituals, Habits, & Routines
We must make automatic and habitual ... as many useful actions as we can. The more of the details of our daily life we can hand over to the effortless custody of automation, the more our higher powers of mind will be set free for their proper work. William James

Hold Your Horses! Morrison’s essay opens with a story of a young time & motion expert trying to find a way to speed up artillery crews during WWI, just after the fall of France. He watched one of the five- man gun crews practicing in the field with their guns mounted on trailers, towed behind their trucks. Puzzled by certain aspects of their procedures, he took some slow-motion pictures of the soldiers performing the loading, aiming, and firing routines. When he ran these pictures over once or twice, he noticed something that appeared odd to him. A moment before the firing, two members of the gun crew ceased all activity and came to attention for a three-second interval extending throughout the discharge of the gun. Since this seemed like quite a waste of time, and the young time & motion expert really couldn’t make any sense of it, he asked an old artillery colonel to look at the films to see if he could explain this strange behavior. The colonel, too, was puzzled. He asked to see the pictures again. "Ah," he said when the performance was over, "I have it. They are holding the horses.” Elting Morrison, Gunfire at Sea

Paul O’Neill at Alcoa: Identifying Keystone Habits
It got so bad they would bring dummies to the parking lots, dress them like managers, and burn them in effigy. “Alcoa was not a happy family. It was like the Charles Manson family, but with the addition of molten metal.” O’Neill picked safety as one thing that unions and executives could agree on. Zero injuries. Injuries must be reported to the CEO within 24 hours. “We killed this man. It’s my failure of leadership. I caused his death. And it is the failure of all of you in the chain of command.” Once you see everything as a bunch of habits, it’s like someone gave you a flashlight and a crowbar and you can get to work.

Carmen Bianco at MTA: FastTrack!
The New York City Subway System carries an average of 5.4 million passengers each day, 1.6 billion travelers each year! They journey 341 million miles each year over the 660 miles of track in the system. How do you do maintenance on this system without pissing off a lot of people? In New York??? In the past, they did the repair work on weekends, without interrupting service, because there was much less traffic. It was expensive, dangerous, slow, and incomplete. Until FastTrack!

Changing Culture By Changing Rituals, Habits & Routines
Preserve & Strengthen Invent Perfect Unlearn Leave Behind Rethink Try Again Good Bad Old New

The Denison Model

What Counts… Adaptability Pattern, Trends, & Market
Building human capability, ownership, and responsibility “Are our people aligned and engaged?” Adaptability Pattern, Trends, & Market Mission Direction, Purpose, & Blueprint Defining a meaningful long-term direction for the Company “Do we know where we are going?” Translating the demands of the business environment into action “Are we listening to the marketplace?” Involvement Commitment, Ownership, & Responsibility Consistency Systems, Structures, & Processes Defining the values & systems that are the basis of a strong culture “Does our system create leverage?”

MISSION Creating Shared Vision: creating a clear and compelling vision of a future state Defining Strategic Direction & Intent: understanding, developing and executing strategy Defining Goals & Objectives: setting clear goals and tracking progress against those goals

INVOLVEMENT Developing Organizational Capability:
developing employees to meet current and future organizational needs Building Team Orientation: developing successful, effective teams Empowering People: sharing information and communicating so that employees have the information they need to make informed decisions – the ability to make a difference

ADAPTABILITY Creating Change:
encouraging change and continuous improvement Emphasizing Customer Focus: understanding customer needs - developing responsive, effective working relationships with customers Promoting Organizational Learning: seeing continuous learning and innovation as critical to adapting and leading in a dynamic environment

CONSISTENCY Managing Coordination & Integration:
building effective working relationships with a range of colleagues & stakeholders across the organization Working to Reach Agreement: engaging in effective problem solving and decision making Defining Core Values: aligning the behavior of self and others in accordance with the Core Values

Beliefs and Assumptions: The ‘GREY’ Area in the Middle of the Model
At the heart of every culture are a set of beliefs and assumptions – about the organization and its people; the leaders; the customers; competitors; the sector; etc. Resolving cultural issues and making progress in the development of a high-performance culture often requires a thoughtful exploration of the underlying beliefs and assumptions. Beliefs and Assumptions

Effective leaders and organizations focus on Flexibility AND Stability
Dynamic Tensions Effective leaders and organizations are Externally AND Internally focused Effective leaders and organizations focus on Flexibility AND Stability

Dynamic Tensions Effective leaders and organizations balance ‘External Adaptation’ AND ‘Internal Integration’ Effective leaders and organizations offer strong leadership AND involve their employees

A Culture Profile: The100 Year Old Manufacturing Company

One Hundred Year Old Manufacturing Company

One Hundred Year Old Manufacturing Company
First in industry, but declining Trying to hold on to the past 1st time in 20 years failed to meet targets Targeted by competitors President operationally focused “We’re a team going down together

How Culture Links to Business Performance

Culture Links to Business Performance
· Growth · Innovation · Customer Satisfaction · Stable Performance Over Time · Profitability ROI, ROS, ROE · Operating Performance · Quality · Employee Satisfaction

Impact on Performance The higher the culture scores, the greater profitability, sales growth, & market value (based on a study of 130 firms; ) Bottom 25% Top 25% Return-on-Assets 2.3% 3.2% Sales Growth 1.4% 23.1% Market-to-Book Ratio 2.6 4 27

Satisfying Your Customers
Below 50% Highly Satisfied Above 80% Highly Satisfied Study of Automotive Service Centers in the USA Total of 338 dealerships and over 12,000 employees Compares organizational culture and customer satisfaction

Organizational Culture and Employee Engagement
Bottom 10 Top 10 DOCS OVERALL 11th Percentile ENGAGEMENT FACTOR rd Percentile

Culture Causes Performance
2 Years 1 Year In summary, culture comes first and serves as a driver of subsequent performance levels.

When Is High Consistency Bad?
When Involvement is low, high Consistency will likely lower an organization’s performance.

2013 Denison Global Benchmark
Over 1000 organizations included in the normative database Robust industry representation Benchmarks are stable across years ( ) International representation: Within the last 5 years, over half of the respondents are from outside the U.S. 1/3 of companies are headquartered outside of U.S.

Why We Recommend the Global Benchmark
The most stable, representative comparison group Different Industries and different Countries, on average, have very similar results to the global benchmark Composites are available for many different Industries, Regions and Countries

Why We Use Percentiles Survey Item Mean % Favorable Percentile Score (4s & 5s) Score Most employees are highly involved in their work There is an ethical code that guides our behaviour and tells us right from wrong Customer input directly influences our decisions People work like they are part of a team There is good alignment of goals across levels Our vision creates excitement and motivation for our employees It is easy to coordinate across different parts of the organization 3.94 3.78 3.59 3.46 3.21 3.04 2.81 86% 82% 64% 57% 41% 40% 50

Our Research Is Ongoing
European Journal of Work and Psychology Reliability and Validity of the DOCS and other measures of Culture Looking Across the World Other exciting research Financial implications of manager / non-manager alignment Effects of Executive coaching interventions Unionization and organizational culture

Application

Setting the Stage for Culture

Culture Data Should Do 3 things:
drive honest conversations among the collective about ‘the way we do things around here’ that… lead to thoughtful actions and… results in higher performance It is important to remember that we talk about Culture we are talking about the ‘collective’. The emphasis is on our collective ability to drive performance across the Petronas organisation. The culture data we collect is intended to do 3 things: First it is intended to drive honest conversations among the collective about ‘the way we do things around here’ , conversations that lead to thoughtful actions and ultimately results in higher performance During this workshop we will help you develop the capabilities to facilitate those honest conversations and drive the creation of thoughtful actions.

Choosing to Shift the Culture? Implementation & Evaluation
Honest conversations that lead to thoughtful action… and higher performance Step I Assessment of the Current State Goal: To assess the current culture to surface strengths and weaknesses (and identify possible sub- cultures/areas of opportunity) Step II Creating Understanding Goal: To engage in dialogue to create a common understanding of the data and discuss the implications of the current culture for the business Step III Choosing to Shift the Culture? Goal: To establish agreement regarding the need for culture change/ development AND to focus efforts on areas of business impact Step IV Action Planning Goal: To generate ideas for moving the culture forward; prioritizing and developing specific action plans Step V Implementation & Evaluation Goal: To execute against the action plans and measure progress – with a link back to organizational and/or group performance

Are we clear and aligned?
Are our people happy? Is our culture… good or bad? strong or weak? Culture Are we clear and aligned?

High level of clarity & alignment Higher levels of performance
Mix of clarity & confusion Average levels of performance Some people look at their culture results and will say that it is an indication of how ‘happy’ their people are or the extent to which we have a good or bad culture. We prefer to use the words ‘Clarity and Alignment’ when talking about culture. We have learned that when organizations have a lot of color in their profiles – they also have higher levels of clarity & alignment – meaning employees can describe their priorities…what teamwork looks like…what their core values are. The more ‘white’ space we see in a profile – the less likely employees are to be able to describe those things. We say that the more white space you see - the more uncertainty and confusion that typically exists within the group or organisation. Confusion & uncertainty reigns Lower levels of performance

What you might hear…

“The vision is inspiring and exciting”
“There’s a clear line-of-sight.” “Purpose.” “We do a good job of Connecting the Dots” “The vision is inspiring and exciting” “The focus on short term and long term goals makes the company reach high levels of achievement.” “We all have the same vision which keeps us focused on what really matters.” “One-on-ones and 360 reviews provide individuals with constant reminders of our goals.” “Flying blind” “My priorities are whatever my boss says they are that day.” “We’re fire fighters” “Frustrating” “Uncertainty is the best word to describe working here.” “We’re not sure what the future holds.”

“It’s all about winners and losers.”
“We have a Moral Compass” “Communication efforts across departments have allowed broader perspectives and better decisions.” “My manager lives the core values and regularly addresses them on conference calls – impressive!” “Alignment” “We engage in Constructive Conflict.” “We solve problems and we move forward together.” “All the team members believe in doing the right thing and creating win-win situations.” “Issues remain unresolved and the team stays in flux.” “Silos” “It’s all about winners and losers.” “Stove pipes” “Self-serving” “The end justifies the means” “The leaders don’t walk the talk.”

“We value highly capable people. The talent level here is very high.”
“There is a high level of transparency in this organization.” “We band together to work as a single unit to achieve our daily goals.” “I don't feel like I work for this great company - I feel a sense of ownership.” “We value highly capable people. The talent level here is very high.” “We've learned to play towards each other's strengths and we work together to improve our weaknesses.” “I feel that I am using my skills and intelligence rather than being micro-managed.” “We have trouble retaining our best talent.” “This is a Compliance Culture.” “Check your brain at the door.” “Internal competition is valued over cooperation.” “Leaders believe they always know best.” “Information is power.”

“Forgive and remember” “Change is NOT a criticism of the past.”
“We do project post-mortems and lessons learned events.” “Hiding mistakes is more detrimental than making them.” “We ask ourselves what does the customer want and need when we are looking at our processes.” “A customer mind-set permeates the organization.” “Change is not a program…it is a matter of survival.” “Fear is prevalent throughout the organization.” “This is how we’ve always done it.” “Change happens to us, not with us.” “We can be arrogant…we don’t always listen to our customers.” “Finger pointing.” “Our philosophy is Naming - Blaming – Shaming.”

Mergers & acquisitions
Restructuring Leadership changes Mergers & acquisitions Internal and External Forces that have the ‘potential’ to create more uncertainty and ambiguity Competition Economy Regulatory changes New technologies

Solutions Scenarios

Building a High Performance Business Culture
The Denison Solutions Building a High Performance Business Culture Turnaround & Transformation Leadership Transitions Development Mergers Acquisitions Strategic Alignment It is important to remember that we talk about Culture we are talking about the ‘collective’. The emphasis is on our collective ability to drive performance across the Petronas organisation. The culture data we collect is intended to do 3 things: First it is intended to drive honest conversations among the collective about ‘the way we do things around here’ , conversations that lead to thoughtful actions and ultimately results in higher performance During this workshop we will help you develop the capabilities to facilitate those honest conversations and drive the creation of thoughtful actions.

Business Case Studies

Culture in Mergers & Acquisitions
Growth Strategy Potential Targets Due Diligence Cultural Integration ‘One’ Business Develop and Sustain

Best of Both What is the level of integration and change required?
Absorption Transformation High Degree of Change in Acquired Company Best of Both Reverse Acquisition Stand Alone Low Low High Degree of Change in Acquiring Company From Marks & Mirvis, Managing the Merger

The focus (stated intent) of most M&A’s
External Focus Move into new markets Acquire new technologies Increase scale Access to lower cost operations

The focus immediately after the deal closes
Internal Focus Alignment of… IT Systems Financial Systems Compensation Systems Sales Process Etc.

Denison Consulting Certification Workshop
Day 2

Developing Leaders & Leading Change

The Link Between Culture & Leadership

“The bottom line for leaders is if they do not become conscious of the cultures in which they are embedded, those cultures will manage them. Cultural understanding is desirable for all of us, but it is essential to leaders if they are to lead.” Edgar Schein, Ph.D., Former Professor at MIT and recognized authority in the field of Organizational Culture and Leadership

“Culture and leadership, when one examines them closely, are two sides of the same coin and neither can really be understood by itself.”

Why Leadership Development?
To help an organization meet today’s business challenges – as well as the challenges of the future To develop leaders who are capable of maximizing the performance of their employees To demonstrate an organization’s commitment to high-performance and continuous improvement To create an environment in which open communication and feedback is encouraged and employee empowerment is valued To foster consistent leadership values, practices and behaviors throughout an organization To establish leadership development as a GOOD habit and routine in the organization

Key considerations for implementing 360’s as part of a Leadership Development strategy
Who is the target of the development process? Sr. Leadership Middle Managers Front-line management Who will have access to the data? Leader only Leader and his/her Boss HR Others

How will the feedback be used?
Developmental purposes only Team development Performance appraisal (Not recommended) How will development plans be created and executed? Expectations for the creation of a Development Plan Follow-up coaching support (from whom) Organizational resources available Is there a communication plan in place? Purpose & goals Data collection details including timelines Confidentiality expectations Development plan development and implementation

The Denison Leadership Development 360

The Denison Leadership 360
Is based on the Denison Model of High Performance Recognizes that leaders have a significant impact on the culture of an organization and the employees and teams they lead Is a development tool designed to provide leaders with constructive feedback regarding their capabilities in areas that ultimately impact how their team and organization performs

2012 Leadership Global Benchmark
13,959 leaders included in the normative database Representing over 900 companies and rated by over 206,000 bosses, peers, and direct reports Wide variety of industries, job function, management level, and tenure represented Benchmarks are stable across years Say: Like the Denison Organizational Culture Survey, the Leadership Survey also uses a global normative benchmark. The benchmark consist of 11,953 leaders from over 800 companies. These leaders have been rated by over 184,000 bosses, peers and direct reports. Leaders come from a wide variety of industries, levels and functions.

1 2 3 4 5 6 7 360 Benchmarks Rarely Used Strongly Disagree
Strongly Agree Rarely Used Why we use percentiles vs. raw data

360 Benchmarks Strongly Disagree Strongly Agree 1 2 3 4 5 6 7 Mean scores in the 5.5 to 5.8 range will place a leader around the 50th percentile on most indices. (cont.) Scores in this area lead to Low percentile rankings when compared to the database of leaders.

“But my people rated me about average!”
360 Benchmarks Strongly Disagree Strongly Agree 1 2 3 4 5 6 7 (cont.) “But my people rated me about average!”

Effective Leader Self Combined Other
A recently hired president in the retail industry Known for ability to increase sales, quality, and profits Creative risk taker - pushes the envelope Drives intense customer focus throughout organization Viewed as having chairman of the board potential Continuously sought out for high profile CEO positions

Less Effective Leader Self Combined Other
A recently dismissed President in the retail industry Tenure resulted in several years of declining sales and market share Over-control a key problem Failure to provide long term sense of direction led to lack of identity in the marketplace Short term focus resulted in failure to meet changing customer requirements

High Potential Executive
Self Combined Other Being groomed for CEO of major corporation Always develops her direct reports who are constantly promoted Known as extremely demanding and accepts nothing but top performance No nonsense leader respected and admired by employees THE organizational role model for high performance

Large Perception Gap Self Combined Other
Manages by fear and intimidation Always blames others for mistakes Solid technical skills, but lacks basic management skills High level of turnover in division No awareness of negative impact on productivity of employees

Business Case Studies

Additional Denison Products, Services & Support

Key Phases of Data Collection & Analysis

Denison Support PROJECT PHASES COMMUNICATION Project Planning
Set-Up & Design Administration & Reporting Measuring Progress Purpose Client Needs Personalization Project Specs Survey Items Participation Monitoring Demographics & Reports Technical Support Data Interpretation Visual Representation of our process I’d like to take a minute and describe what this says/means. (On the far left- you can see Denison Support, and the Dedicated Client Manager). We share best practices…. And have a wealth of information. Project Phases- Sequence for every project (10 people or 10,000 people)…. There’s a sequence that occurs. We will spend a lot of time talking about the Culture Assessment today- but, really our process is consistent with all of our assessments. For all of our assessments… Mention all Assessments: Culture, Leadership, Snapshot – Main headers… sequence Lots going on here…. There will be Project Planning, Set- Up & Design, Admin & Reporting, and Measure Progress. - In each of these stages there’s a rough timeline that it takes, communications that need to occur (both internal team & participants) and down here……. Within each phase- there’s a lot of information exchange, decisions that are made, actions that need to take place, …. It’s also really hard to separate this times from the communication that takes place. And when we are talking about Communication – please keep in mind 2 main things (1) Communication occurs to both the internal project team / business leaders and (2) the participants – Secondly, the communication must be continuous…. Consultant user- Survey Development Report Delivery Action Planning & Implementation Change Monitor / Re-Survey COMMUNICATION Internal Support & Alignment Creating Awareness Invitations & Participation Information Roll-Out

Denison Support PROJECT PHASES Context & Goals
Project Planning Set-Up & Design Administration & Reporting Measuring Progress Purpose Context & Goals How we help you achieve your goals? Open dialogue about entire process Previous survey experience – good or bad? Support based on your specific needs Survey Population & Timelines Client Needs Personalization Project Specs Survey Items Tech & Business Support Demographics & Reports Participation Monitoring Data Interpretation Visual Representation of our process I’d like to take a minute and describe what this says/means. (On the far left- you can see Denison Support, and the Dedicated Client Manager). We share best practices…. And have a wealth of information. Project Phases- Sequence for every project (10 people or 10,000 people)…. There’s a sequence that occurs. We will spend a lot of time talking about the Culture Assessment today- but, really our process is consistent with all of our assessments. For all of our assessments… Mention all Assessments: Culture, Leadership, Snapshot – Main headers… sequence Lots going on here…. There will be Project Planning, Set- Up & Design, Admin & Reporting, and Measure Progress. - In each of these stages there’s a rough timeline that it takes, communications that need to occur (both internal team & participants) and down here……. Within each phase- there’s a lot of information exchange, decisions that are made, actions that need to take place, …. It’s also really hard to separate this times from the communication that takes place. And when we are talking about Communication – please keep in mind 2 main things (1) Communication occurs to both the internal project team / business leaders and (2) the participants – Secondly, the communication must be continuous…. Consultant user- Survey Development Report Delivery Action Planning & Implementation Change Monitor / Re-Survey COMMUNICATION Internal Support & Alignment Creating Awareness Invitations & Participation Information Roll-Out

Denison Support PROJECT PHASES Survey Link Personalization
Project Planning Set-Up & Design Administration & Reporting Measuring Progress Purpose Survey Link Personalization Demographic & Custom Questions Survey Development Final review and approval of survey link Client Needs Personalization Project Specs Survey Items Tech & Business Support Demographics & Reports Participation Monitoring Data Interpretation Visual Representation of our process I’d like to take a minute and describe what this says/means. (On the far left- you can see Denison Support, and the Dedicated Client Manager). We share best practices…. And have a wealth of information. Project Phases- Sequence for every project (10 people or 10,000 people)…. There’s a sequence that occurs. We will spend a lot of time talking about the Culture Assessment today- but, really our process is consistent with all of our assessments. For all of our assessments… Mention all Assessments: Culture, Leadership, Snapshot – Main headers… sequence Lots going on here…. There will be Project Planning, Set- Up & Design, Admin & Reporting, and Measure Progress. - In each of these stages there’s a rough timeline that it takes, communications that need to occur (both internal team & participants) and down here……. Within each phase- there’s a lot of information exchange, decisions that are made, actions that need to take place, …. It’s also really hard to separate this times from the communication that takes place. And when we are talking about Communication – please keep in mind 2 main things (1) Communication occurs to both the internal project team / business leaders and (2) the participants – Secondly, the communication must be continuous…. Consultant user- Survey Development Report Delivery Action Planning & Implementation Change Monitor / Re-Survey COMMUNICATION Internal Support & Alignment Creating Awareness Invitations & Participation Information Roll-Out

Denison Support PROJECT PHASES Participation monitoring
Project Planning Set-Up & Design Administration & Reporting Measuring Progress Purpose Participation monitoring Real-time updates Targeted reminders Overall response rate Technical support Report delivery Client Needs Personalization Project Specs Survey Items Participation Monitoring Demographics & Reports Technical Support Data Interpretation Visual Representation of our process I’d like to take a minute and describe what this says/means. (On the far left- you can see Denison Support, and the Dedicated Client Manager). We share best practices…. And have a wealth of information. Project Phases- Sequence for every project (10 people or 10,000 people)…. There’s a sequence that occurs. We will spend a lot of time talking about the Culture Assessment today- but, really our process is consistent with all of our assessments. For all of our assessments… Mention all Assessments: Culture, Leadership, Snapshot – Main headers… sequence Lots going on here…. There will be Project Planning, Set- Up & Design, Admin & Reporting, and Measure Progress. - In each of these stages there’s a rough timeline that it takes, communications that need to occur (both internal team & participants) and down here……. Within each phase- there’s a lot of information exchange, decisions that are made, actions that need to take place, …. It’s also really hard to separate this times from the communication that takes place. And when we are talking about Communication – please keep in mind 2 main things (1) Communication occurs to both the internal project team / business leaders and (2) the participants – Secondly, the communication must be continuous…. Consultant user- Survey Development Report Delivery Action Planning & Implementation Change Monitor / Re-Survey COMMUNICATION Internal Support & Alignment Creating Awareness Invitations & Participation Information Roll-Out

I will bounce around a little here… but, from my perspective, the main “What’s” include the project plan with all the action items, the response rates, and the actual reports at the end.

Denison Support PROJECT PHASES Key takeaways/high level trends
Project Planning Set-Up & Design Administration & Reporting Measuring Progress Purpose Key takeaways/high level trends Education on interpretation Incorporate results into strategic planning efforts Progress measurement Identify areas of focus Accountability and commitment Connect you to relevant resources Client Needs Personalization Project Specs Survey Items Tech & Business Support Demographics & Reports Participation Monitoring Data Interpretation Visual Representation of our process I’d like to take a minute and describe what this says/means. (On the far left- you can see Denison Support, and the Dedicated Client Manager). We share best practices…. And have a wealth of information. Project Phases- Sequence for every project (10 people or 10,000 people)…. There’s a sequence that occurs. We will spend a lot of time talking about the Culture Assessment today- but, really our process is consistent with all of our assessments. For all of our assessments… Mention all Assessments: Culture, Leadership, Snapshot – Main headers… sequence Lots going on here…. There will be Project Planning, Set- Up & Design, Admin & Reporting, and Measure Progress. - In each of these stages there’s a rough timeline that it takes, communications that need to occur (both internal team & participants) and down here……. Within each phase- there’s a lot of information exchange, decisions that are made, actions that need to take place, …. It’s also really hard to separate this times from the communication that takes place. And when we are talking about Communication – please keep in mind 2 main things (1) Communication occurs to both the internal project team / business leaders and (2) the participants – Secondly, the communication must be continuous…. Consultant user- Survey Development Report Delivery Action Planning & Implementation Change Monitor / Re-Survey COMMUNICATION Internal Support & Alignment Creating Awareness Invitations & Participation Information Roll-Out

Denison Support PROJECT PHASES
Project Planning Set-Up & Design Administration & Reporting Measuring Progress Purpose Client Needs Personalization Project Specs Survey Items Tech & Business Support Support with communications throughout the process Sample communications/plans Example of best practices Demographics & Reports Participation Monitoring Data Interpretation Visual Representation of our process I’d like to take a minute and describe what this says/means. (On the far left- you can see Denison Support, and the Dedicated Client Manager). We share best practices…. And have a wealth of information. Project Phases- Sequence for every project (10 people or 10,000 people)…. There’s a sequence that occurs. We will spend a lot of time talking about the Culture Assessment today- but, really our process is consistent with all of our assessments. For all of our assessments… Mention all Assessments: Culture, Leadership, Snapshot – Main headers… sequence Lots going on here…. There will be Project Planning, Set- Up & Design, Admin & Reporting, and Measure Progress. - In each of these stages there’s a rough timeline that it takes, communications that need to occur (both internal team & participants) and down here……. Within each phase- there’s a lot of information exchange, decisions that are made, actions that need to take place, …. It’s also really hard to separate this times from the communication that takes place. And when we are talking about Communication – please keep in mind 2 main things (1) Communication occurs to both the internal project team / business leaders and (2) the participants – Secondly, the communication must be continuous…. Consultant user- Survey Development Report Delivery Action Planning & Implementation Change Monitor / Re-Survey COMMUNICATION Internal Support & Alignment Creating Awareness Invitations & Participation Information Roll-Out

The Denison Modules

Denison Survey: Content Modules
Innovation Short instruments that may be added to the DOCS Brief (5-7 items), reliable, and valid measures Benchmarked against a database of organizations Data reported in means and percentiles Strengthens the value of information from the DOCS Commitment Engagement Trust

DOCS–Modules Link: Overview
The DOCS Assesses a high performance business culture Identifies cultural strengths/weakness es as they apply to organizational performance Results are presented using the DOCS benchmark database Content Modules Supplement information provided by the DOCS with more targeted questions Potential outcomes to a positive organizational culture Results are presented using each module benchmark database Overlap The DOCS provides some information about the topics covered in the content modules

The Culture Snapshot Developed in Partnership with Leader OnBoarding

The Culture Snapshot Increases probability of leader success and retention Reduces the cost of onboarding new leaders Faster integration Increased employee satisfaction Higher probability of organizational success A subset of the standard culture survey (36 items) Administered to a select group of raters early in a new leader’s tenure Designed as a tool to build early understanding of the culture of the new leader’s operation, department, or unit Visual Representation of our process I’d like to take a minute and describe what this says/means. (On the far left- you can see Denison Support, and the Dedicated Client Manager). We share best practices…. And have a wealth of information. Project Phases- Sequence for every project (10 people or 10,000 people)…. There’s a sequence that occurs. We will spend a lot of time talking about the Culture Assessment today- but, really our process is consistent with all of our assessments. For all of our assessments… Mention all Assessments: Culture, Leadership, Snapshot – Main headers… sequence Lots going on here…. There will be Project Planning, Set- Up & Design, Admin & Reporting, and Measure Progress. - In each of these stages there’s a rough timeline that it takes, communications that need to occur (both internal team & participants) and down here……. Within each phase- there’s a lot of information exchange, decisions that are made, actions that need to take place, …. It’s also really hard to separate this times from the communication that takes place. And when we are talking about Communication – please keep in mind 2 main things (1) Communication occurs to both the internal project team / business leaders and (2) the participants – Secondly, the communication must be continuous…. Consultant user-

The Culture Snapshot Report

The Denison Leadership Potential Report
Developed In Partnership With Hogan Assessments

The Leadership Potential Report
Visual Representation of our process I’d like to take a minute and describe what this says/means. (On the far left- you can see Denison Support, and the Dedicated Client Manager). We share best practices…. And have a wealth of information. Project Phases- Sequence for every project (10 people or 10,000 people)…. There’s a sequence that occurs. We will spend a lot of time talking about the Culture Assessment today- but, really our process is consistent with all of our assessments. For all of our assessments… Mention all Assessments: Culture, Leadership, Snapshot – Main headers… sequence Lots going on here…. There will be Project Planning, Set- Up & Design, Admin & Reporting, and Measure Progress. - In each of these stages there’s a rough timeline that it takes, communications that need to occur (both internal team & participants) and down here……. Within each phase- there’s a lot of information exchange, decisions that are made, actions that need to take place, …. It’s also really hard to separate this times from the communication that takes place. And when we are talking about Communication – please keep in mind 2 main things (1) Communication occurs to both the internal project team / business leaders and (2) the participants – Secondly, the communication must be continuous…. Consultant user- Scoring Key

Taking Hogan’s personality and values assessment results and mapping them to Denison Leadership Development competencies Unlocks real power by combining personality and values with predicted potential leadership competencies A detailed assessment report for use in selection and leader development Different developmental recommendations based on combination of potential and performance scores Visual Representation of our process I’d like to take a minute and describe what this says/means. (On the far left- you can see Denison Support, and the Dedicated Client Manager). We share best practices…. And have a wealth of information. Project Phases- Sequence for every project (10 people or 10,000 people)…. There’s a sequence that occurs. We will spend a lot of time talking about the Culture Assessment today- but, really our process is consistent with all of our assessments. For all of our assessments… Mention all Assessments: Culture, Leadership, Snapshot – Main headers… sequence Lots going on here…. There will be Project Planning, Set- Up & Design, Admin & Reporting, and Measure Progress. - In each of these stages there’s a rough timeline that it takes, communications that need to occur (both internal team & participants) and down here……. Within each phase- there’s a lot of information exchange, decisions that are made, actions that need to take place, …. It’s also really hard to separate this times from the communication that takes place. And when we are talking about Communication – please keep in mind 2 main things (1) Communication occurs to both the internal project team / business leaders and (2) the participants – Secondly, the communication must be continuous…. Consultant user-

Based on Hogan’s three main assessments: Hogan Personality Inventory (HPI) Hogan Development Survey (HDS) Hogan Motives, Values and Preferences Inventory (MVPI) 30-45 minutes completion time Generated on existing Hogan scores mapped onto Denison’s Leadership Development competencies Reports generated through Hogan’s online platform Visual Representation of our process I’d like to take a minute and describe what this says/means. (On the far left- you can see Denison Support, and the Dedicated Client Manager). We share best practices…. And have a wealth of information. Project Phases- Sequence for every project (10 people or 10,000 people)…. There’s a sequence that occurs. We will spend a lot of time talking about the Culture Assessment today- but, really our process is consistent with all of our assessments. For all of our assessments… Mention all Assessments: Culture, Leadership, Snapshot – Main headers… sequence Lots going on here…. There will be Project Planning, Set- Up & Design, Admin & Reporting, and Measure Progress. - In each of these stages there’s a rough timeline that it takes, communications that need to occur (both internal team & participants) and down here……. Within each phase- there’s a lot of information exchange, decisions that are made, actions that need to take place, …. It’s also really hard to separate this times from the communication that takes place. And when we are talking about Communication – please keep in mind 2 main things (1) Communication occurs to both the internal project team / business leaders and (2) the participants – Secondly, the communication must be continuous…. Consultant user-

Visual Representation of our process I’d like to take a minute and describe what this says/means. (On the far left- you can see Denison Support, and the Dedicated Client Manager). We share best practices…. And have a wealth of information. Project Phases- Sequence for every project (10 people or 10,000 people)…. There’s a sequence that occurs. We will spend a lot of time talking about the Culture Assessment today- but, really our process is consistent with all of our assessments. For all of our assessments… Mention all Assessments: Culture, Leadership, Snapshot – Main headers… sequence Lots going on here…. There will be Project Planning, Set- Up & Design, Admin & Reporting, and Measure Progress. - In each of these stages there’s a rough timeline that it takes, communications that need to occur (both internal team & participants) and down here……. Within each phase- there’s a lot of information exchange, decisions that are made, actions that need to take place, …. It’s also really hard to separate this times from the communication that takes place. And when we are talking about Communication – please keep in mind 2 main things (1) Communication occurs to both the internal project team / business leaders and (2) the participants – Secondly, the communication must be continuous…. Consultant user-

Denison Product Pricing

Denison Organizational Culture Solutions Pricing
Denison Organizational Culture Solutions Package Project Options: Change Monitor survey Modules Available in 45 Languages Download the complete OCS Pricing Sheet from the workshop portal: Visual Representation of our process I’d like to take a minute and describe what this says/means. (On the far left- you can see Denison Support, and the Dedicated Client Manager). We share best practices…. And have a wealth of information. Project Phases- Sequence for every project (10 people or 10,000 people)…. There’s a sequence that occurs. We will spend a lot of time talking about the Culture Assessment today- but, really our process is consistent with all of our assessments. For all of our assessments… Mention all Assessments: Culture, Leadership, Snapshot – Main headers… sequence Lots going on here…. There will be Project Planning, Set- Up & Design, Admin & Reporting, and Measure Progress. - In each of these stages there’s a rough timeline that it takes, communications that need to occur (both internal team & participants) and down here……. Within each phase- there’s a lot of information exchange, decisions that are made, actions that need to take place, …. It’s also really hard to separate this times from the communication that takes place. And when we are talking about Communication – please keep in mind 2 main things (1) Communication occurs to both the internal project team / business leaders and (2) the participants – Secondly, the communication must be continuous…. Consultant user-

Denison Organizational Culture Solutions Pricing
Visual Representation of our process I’d like to take a minute and describe what this says/means. (On the far left- you can see Denison Support, and the Dedicated Client Manager). We share best practices…. And have a wealth of information. Project Phases- Sequence for every project (10 people or 10,000 people)…. There’s a sequence that occurs. We will spend a lot of time talking about the Culture Assessment today- but, really our process is consistent with all of our assessments. For all of our assessments… Mention all Assessments: Culture, Leadership, Snapshot – Main headers… sequence Lots going on here…. There will be Project Planning, Set- Up & Design, Admin & Reporting, and Measure Progress. - In each of these stages there’s a rough timeline that it takes, communications that need to occur (both internal team & participants) and down here……. Within each phase- there’s a lot of information exchange, decisions that are made, actions that need to take place, …. It’s also really hard to separate this times from the communication that takes place. And when we are talking about Communication – please keep in mind 2 main things (1) Communication occurs to both the internal project team / business leaders and (2) the participants – Secondly, the communication must be continuous…. Consultant user-

Denison Leadership Development Solutions Pricing
Leadership Development 360 Package: Includes Change Monitor Survey and Reports Available in 16 Languages Visual Representation of our process I’d like to take a minute and describe what this says/means. (On the far left- you can see Denison Support, and the Dedicated Client Manager). We share best practices…. And have a wealth of information. Project Phases- Sequence for every project (10 people or 10,000 people)…. There’s a sequence that occurs. We will spend a lot of time talking about the Culture Assessment today- but, really our process is consistent with all of our assessments. For all of our assessments… Mention all Assessments: Culture, Leadership, Snapshot – Main headers… sequence Lots going on here…. There will be Project Planning, Set- Up & Design, Admin & Reporting, and Measure Progress. - In each of these stages there’s a rough timeline that it takes, communications that need to occur (both internal team & participants) and down here……. Within each phase- there’s a lot of information exchange, decisions that are made, actions that need to take place, …. It’s also really hard to separate this times from the communication that takes place. And when we are talking about Communication – please keep in mind 2 main things (1) Communication occurs to both the internal project team / business leaders and (2) the participants – Secondly, the communication must be continuous…. Consultant user- Download the complete LDS Pricing Sheet from the workshop portal:

Denison Leadership Development Solutions Pricing
Leader Onboarding Culture Snapshot $1,500 Up to 35 Raters Full report package Denison Leadership Potential Report (DLPR) $295/report Based on three Hogan personality assessments HPI, HDS and MVPI Visual Representation of our process I’d like to take a minute and describe what this says/means. (On the far left- you can see Denison Support, and the Dedicated Client Manager). We share best practices…. And have a wealth of information. Project Phases- Sequence for every project (10 people or 10,000 people)…. There’s a sequence that occurs. We will spend a lot of time talking about the Culture Assessment today- but, really our process is consistent with all of our assessments. For all of our assessments… Mention all Assessments: Culture, Leadership, Snapshot – Main headers… sequence Lots going on here…. There will be Project Planning, Set- Up & Design, Admin & Reporting, and Measure Progress. - In each of these stages there’s a rough timeline that it takes, communications that need to occur (both internal team & participants) and down here……. Within each phase- there’s a lot of information exchange, decisions that are made, actions that need to take place, …. It’s also really hard to separate this times from the communication that takes place. And when we are talking about Communication – please keep in mind 2 main things (1) Communication occurs to both the internal project team / business leaders and (2) the participants – Secondly, the communication must be continuous…. Consultant user-

Denison Support Services

Denison Support Services
Project management Communication plan Translations and Localization Survey customization Survey administration Monitoring Report generation Custom reports IT support Technical support Project management Research support Research Custom item development Custom report development Qualitative analysis Statistical analysis Sampling Mapping Best Practices research Internal benchmarking and custom composites IT Support Visual Representation of our process I’d like to take a minute and describe what this says/means. (On the far left- you can see Denison Support, and the Dedicated Client Manager). We share best practices…. And have a wealth of information. Project Phases- Sequence for every project (10 people or 10,000 people)…. There’s a sequence that occurs. We will spend a lot of time talking about the Culture Assessment today- but, really our process is consistent with all of our assessments. For all of our assessments… Mention all Assessments: Culture, Leadership, Snapshot – Main headers… sequence Lots going on here…. There will be Project Planning, Set- Up & Design, Admin & Reporting, and Measure Progress. - In each of these stages there’s a rough timeline that it takes, communications that need to occur (both internal team & participants) and down here……. Within each phase- there’s a lot of information exchange, decisions that are made, actions that need to take place, …. It’s also really hard to separate this times from the communication that takes place. And when we are talking about Communication – please keep in mind 2 main things (1) Communication occurs to both the internal project team / business leaders and (2) the participants – Secondly, the communication must be continuous…. Consultant user- Solutions Support on presentations, proposals, and resources throughout client engagement Analysis & debrief of results

Consultant Essentials
Learning the Basics Understanding Denison’s Solutions Selling the Solutions Sample Proposals Preparing for the Survey Interpreting the Results Linking to Denison And more…………….. Visual Representation of our process I’d like to take a minute and describe what this says/means. (On the far left- you can see Denison Support, and the Dedicated Client Manager). We share best practices…. And have a wealth of information. Project Phases- Sequence for every project (10 people or 10,000 people)…. There’s a sequence that occurs. We will spend a lot of time talking about the Culture Assessment today- but, really our process is consistent with all of our assessments. For all of our assessments… Mention all Assessments: Culture, Leadership, Snapshot – Main headers… sequence Lots going on here…. There will be Project Planning, Set- Up & Design, Admin & Reporting, and Measure Progress. - In each of these stages there’s a rough timeline that it takes, communications that need to occur (both internal team & participants) and down here……. Within each phase- there’s a lot of information exchange, decisions that are made, actions that need to take place, …. It’s also really hard to separate this times from the communication that takes place. And when we are talking about Communication – please keep in mind 2 main things (1) Communication occurs to both the internal project team / business leaders and (2) the participants – Secondly, the communication must be continuous…. Consultant user-

Your Denison Solutions Pilot Package
25 person Denison Organizational Culture Survey Pilot 1 Person Leadership Development Survey OR Your pilot package includes the full survey of your choice, full report generation, and basic interpretation and feedback on results from a Senior Denison Consultant.

Certificate of Participation
Those who complete the Workshop will be issued a certificate of participation in PPT and PDF formats, and an efile logo that can be posted to a website, signature file, or any other online outlet you choose. Trademark policies are in place and are expected to be honored when displaying your certificate of participation.

CONNECT with like-minded peers, Denison leadership, experienced practitioners, and acclaimed thought leaders. LEARN from the challenges, insights and actions of leading organizations. PARTICIPATE in thought-provoking dialogue. BUILD your professional community and learning network. EXPLORE different perspectives to your business challenges. For the past ten years, Denison Consulting has been sharing best practices in organizational culture and leadership development with senior executives and business professionals from around the world. We invite you to be a part of the experience. The 2014 Best Practices Forum is your passport to improved performance. Where will it take you? RSVP at

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Welcome To The Denison Consulting Certification Workshop

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Welcome To The Denison Consulting Certification Workshop

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