1. “Organizational culture is the way people think and act
“Organizational culture is the way people think and act. Every organization has a culture, which either works for you or against you.”

2. The Basic Premise from Connors and Smith:
Every organization has a culture.
Either you manage your culture, or it will manage you.
Leaders must create the needed culture.

3. Roger Connors and Tom Smith
“Developing the leadership competency to accelerate the change effectively and then sustain the culture over time is the never-ending role of leadership.”
Roger Connors and Tom Smith
Change the Culture, Change the Game
So:
How do you change culture in a way that will get the results you want in your district or school?
How do you do it quickly enough to enhance the bottom line—to get the results you want, to reach your organization goals?

4. The culture produces the results. If you need a change in results,
you need a change in culture.
Table Talk:
If everyone in your district continues to think and act in the same manner as they do today, can you expect to achieve the results you need to achieve?
Culture drives results; C1
Table Talk-In what ways does current culture support achieving our result(s)? Impeded?

5. The current culture (C1) is not a bad culture.
It’s simply a culture (R1)
that won’t produce new results (R2).
To achieve R2, you must create a new culture (C2). C1 C2

6. The most effective culture is a culture of accountability.
A personal commitment to achieving the organization’s results.
See It. Own It. Solve It. Do It.
People who are habitually Above the Line accept they are
part of the solution.
Non-Accountability
A focus on what we cannot do rather than on what we can do.
Blame game. Victim cycle.
People who are habitually Below the Line do not get results.
Culture of accountability C2

8. Starring in the solution Getting caught failing
Accountability:
Starring in the solution
What is the status of accountability in the current culture (C1)?
Table Talk: Is current culture accountable or non-accountable? Evidence?
Accountability:
Getting caught failing

9. Results Actions Beliefs Experiences
Results Pyramid
Results
1. Define R2
Actions
2. Identify A2
Beliefs
3. Identify B2
Results Pyramid – Influence flows up, planning flows down
4. Provide E2
Experiences

10. Results Actions Experiences Beliefs
A common mistake: Working with only the top of the pyramid by attempting to change what people do without changing the way they think.
You get compliance, but not commitment;
Involvement, but not investment;
Progress, but not lasting performance.
Common mistake – working only on results and actions

11. Let’s jigsaw the Results Pyramid:
In your group of four, make each person responsible for reading one part of the Results Pyramid and for identifying the “highlights” of that section.
Report to the rest of the group.
Consider how the Results Pyramid might influence your implementation plan.

12. Results Define R2. Introduce R2 throughout the organization.
Create accountability to achieve R2.
Culture changes one person at a time, and the process begins with getting each and every person in the culture aligned with R2. Nothing creates accountability and alignment more surely than a clear statement of the results you want to achieve.
Confusion about results is all too common in organizations. Confusion licenses people to maintain the status quo. Confusion kills the momentum of any change effort.
Key ideas - Results

13. Identifying Your Results Shift
Worksheet 1:
Identifying Your Results Shift
Take-away

14. Evaluating Your Results
Worksheet 2:
Evaluating Your Results

15. Actions
Ernest Hemingway wrote, “Never mistake motion for action.” Clearly, you need to do more than just get people acting differently; you need to get them doing the right thing at the right time in a way that produces R2 results.
Nothing, absolutely nothing, gets people to change the way they act faster than getting them to change the way they think.
Accelerating a shift in the way people act requires a clear understanding of what you to need to stop doing, what you need to start doing, and what you need to continue doing.
Classic mistakes:
Prescribing A2
Not supporting early A2 adopters
Focusing only on the Actions Level of the Pyramid
Key Ideas Actions

16. Stop/Start/Continue Analysis
Worksheet 3:
Stop/Start/Continue Analysis

17. The question is not: “Are current (B1) beliefs right or wrong
The question is not: “Are current (B1) beliefs right or wrong?” The question is: “Are they effective?”
Will the existing beliefs produce the A2 actions needed to achieve the result?
The beliefs people hold significantly influence what they do on a daily basis. Leaders must identify, honestly and completely, two kinds of beliefs: B1 beliefs that are hindering achievement of R2 results and B2 beliefs that help the organization move forward.
You cannot bring about a change in beliefs simply by asking people to do something, although that represents a good start. To foster adoption of B2 beliefs, leaders must create experiences that will convince people to think differently.
Beliefs
Key ideas Beliefs

18. Identifying Your Beliefs Shift
Worksheet 4:
Identifying Your Beliefs Shift

19. Experiences We must be the change we want to see happen.
To provide experiences that will help create B2 beliefs, leaders should:
Plan It
Provide It
Ask About It
Interpret It
Changing beliefs requires overcoming selective interpretation and belief bias. This means well planned experiences will often require “interpretation”.
Experiences create beliefs that drive actions that, in turn, produce results.
We must be the change we want to see happen.
Key ideas Experiences
Experiences

20. Providing Experiences That Instill Beliefs B2
Worksheet 5:
Providing Experiences That Instill Beliefs B2

21. the Results Pyramid to plan and implement
My take-away is. . .
How might we use
the Results Pyramid to plan and implement
TPEP in our district?
Results
Actions
Beliefs
Take-away
Experiences

22. We cannot direct the wind,
but we can adjust the sails.
Dolly Parton