The document discusses scaling company culture and connecting it to performance. It addresses defining company culture, examining current culture strengths and impact, embedding values as the company grows, and being mindful of trends during scaling such as introducing accountability and metrics. Key topics that are important include identifying the desired culture, sustaining it as the company grows, hiring the right people, and connecting culture to recruitment, performance management, and total rewards to drive the right behaviors. Questions are provided to assess cultural norms and key talent. The document emphasizes defining culture, examining current culture, and taking next steps to strengthen culture.

1. SCALING CULTURE
CONNECTING TO
PERFORMANCE

2. Where do we START?

3. A) Have you defined your Company Culture?
• If so, describe it in one sentence.
• If not, write in one sentence what your “utopia” culture would look
like.
WHERE DO I START?
EXERCISE

4. A) Examine your culture…
o It includes things like:
o Your Company’s founding and heritage, its espoused values, your
leadership style, and existing team dynamics (how things get done).
B) Identify your culture’s strengths, and examine its impact on your
organization today. Is it working?
Culture 101:
WHERE DO I START? FOOD FOR THOUGHT

5. Things That Are
IMPORTANT…

6. 1. Identifying the Culture you want.
a. Have you done that?
a. Can it be sustained?
THINGS THAT ARE IMPORTANT … FOOD FOR THOUGHT

7. 2. How do you embed CULTURE as you grow?
• Define your Company Values
• Build your values into your company
systems (programs, policies,
procedures).
TIP: Accountability as a cultural norm is key here.
THINGS THAT ARE IMPORTANT … FOOD FOR THOUGHT

8. 3. What is the key to Scaling?
a. Be agile
b. Hire and Promote the Right People
c. Focus on the right activities, at the right time
THINGS THAT ARE IMPORTANT … FOOD FOR THOUGHT

9. TIP: CONNECT TO RECRUITMENT & PERFORMANCE MANAGEMENT
COMPETENCIES & DEFINITIONS
Competency Definition
Aptitude The capability to learn readily. The capability/ability, innate or acquired - to
learn quickly. Often defined as raw intelligence.
Communication
Skills
Interpersonal, written, and verbal abilities and the capabilities to adapt them
based on the environment.
Cultural Fit How well the candidate’s values and norms - matches with the company.
Leadership Skills The ability to understand the motivations of a culturally diverse workforce,
bring them
together as a high-performing team to accomplish organizational objectives
Related Experience Practical contact with and observation of related facts and events
Technical
Capabilities
The abilities required through learning and practice, which are often job
specific or
task specific.
THINGS THAT ARE IMPORTANT …
FOOD FOR THOUGHT

10. 4. Be mindful of trends (there are patterns) as you scale, and
anticipate them…
a. All Hands on Deck
a. (Early days…)
b. Everyone wearing many hats
c. Introducing Accountability & Role Clarity
a. (We’re growing 50-100 people…)
- Introducing Measurement & Metrics
d. Managing Retention (and timed exits)
a. (We’re really growing 100+ people…)
THINGS THAT ARE IMPORTANT … FOOD FOR THOUGHT

11. a. Can you name 3 key roles in your organization that are
key to your company’s growth?
b. How do you and your Leadership team view
performance?
o Do you all define an “A Player” the same way?
c. Will you tolerate poor behavior form a key performer?
o Note: these questions define cultural norms …
THINGS THAT ARE IMPORTANT …
KEY TALENT QUESTIONS EXERCISE

12. FOOD FOR THOUGHT

13. TOTAL REWARDS

14. 1. TOTAL REWARDS - Key in driving & incenting the
right behavior and driving the desired
performance.
2. TOTAL REWARDS - Key to attracting and retaining
key talent
TIPS:
TOTAL REWARDS FOOD FOR THOUGHT

15. SAMPLE FOOD FOR THOUGHT

16. ANNUAL PLANNING

17. Questions to Ask:
1. What needs to be done?
a. Things to consider:
i. Activities, Measures & Standards
ii. Client needs: External and Internal
iii. Budget & Resources Parameters
iv. Does this objective align with the scope of the
employee’s role?
TALENT & PERFORMANCE MANAGEMENT
ANNUAL PLANNING FOOD FOR THOUGHT

18. Questions to Ask:
2. How will it be done?
a. Things to consider:
i. Current skillset, experience, knowledge and
resources
ii. Examples, resources and subject matter experts
iii. Frequent check-ins, additional tools, training
TALENT & PERFORMANCE MANAGEMENT
ANNUAL PLANNING FOOD FOR THOUGHT

19. Questions to Ask:
3. What will successful results look like?
a. Things to consider:
i. Look at the specific benefits that will come from
completion of this objective, who will benefit (i.e.
company, client, cost savings)
ii. Who will sign off on this objective being completed
to satisfaction?
TALENT & PERFORMANCE MANAGEMENT
ANNUAL PLANNING FOOD FOR THOUGHT

20. TAKEAWAYS

21. Suggested… NEXT STEPS:
1. If you haven’t’ yet defined your culture in one
statement, commit to finalizing this by December
1/18.
2. Ask your top performer to tell you why they work
for your company?
3. What would your top customer say your
company’s values are? Do you agree/disagree?
TAKE ACTION….
TAKEAWAYS…. FOOD FOR THOUGHT

22. 22