2016 CTT International Conference: Joanna Barclay shares with CEOs and Senior Managers the importance of a high-performance culture built on a growth mindset and individual happiness. The audience will understand the drivers for change, how to boost energy, and shift behaviours to support new strategic initiatives.

1. © Culture Leadership Group
Transport Canada — CIO Directorate
© Culture Leadership Group
Pet Industry Joint Advisory Council of Canada Case Study
Building Leadership Team Commitment

2. Introductions
1. Name
2. Pick a card that represents what attracted
you to this workshop
3. Share with your table group

3. Whole-SystemTransformation
Step 1 – Preparation Phase

4. Group Reflection
What obstacles to building commitment
have you experienced on leadership teams ?

5. PIJACCanada
Happiness in the Workplace

6. Lunch anyone?
Happiness in the Workplace
PIJACCanada

7. © Culture Leadership Group
Introduction
© Culture Leadership Group
Background
• PIJAC Canada represents the Canadian pet industry with $6.5
billion in revenue.
• Executive Director of PIJAC Canada, decided they needed a
change in leadership and management style
• Engagement and participation of board members were non
existent
• The association was viewed poorly by its stakeholders
• Declining association membership
PIJACCanada

8. © Culture Leadership Group
Project Objectives
Build leadership commitment
for change
• Higher engagement of board
members, contributions and
maximizing their potential
• Engage pet industry and connect
with stakeholders
• To provide a higher level of
service to the membership and
create more business
opportunities
• To be more proactive and have
better balance through efficient
use of resources.
PIJACCanada

9. Challenges
• Adversarial relationships with key stakeholders – community
groups, city councils, animal shelters
• Animal activists didn’t believe they should make $$$ off the
backs of animals
• Board members were not participating and contributing to
board decision making process
• Internal competition for resources – no collaboration
PIJACCanada

10. BuildingLeadershipCommitment
Facilitated Planning
• Empowerd leaders to work effectively
together
• Opportunity to share knowledge and
experience
• Given decision-making responsibility
• Achievements:
 Explored challenges and
opportunities
 Developed 4 strategic initiatives
with action plans
 Agreement on 4 key values and
behaviours – Excellence,
Collaboration, Leadership,
Responsibility
 Discovered limiting beliefs that
would reduce performance © Culture Leadership Group

11. © Culture Leadership Group
Get Connected
• The way we behave can make or break the success of PIJAC
delivering on it strategic goals
• It took leadership courage, commitment and the will to learn
and grow
• The journey brought new levels of collaboration, excellence,
responsibility, and leadership to their work
PIJACCanada

12. © Culture Leadership Group
BuildyourCulture
Garden metaphor
• Developing a culture is not static
like installing a machine, but
dynamic, something like growing a
garden
• Must prepare the soil:
• Facilitative Leadership
• Board Member Engagement
• Plant the right seeds:
• Select the desired values
• Maintain the environment to grow
healthy plants – i.e. provide water,
sunlight, and compost to stimulate
growth, and root out the weeds
which impede growth
• Ongoing dialogue

13. © Culture Leadership Group Transport Canada — CIO Directorate
Your Life does not get better by
chance, it gets better by
change
Jim Rohn

14. © Culture Leadership Group
Change vs Transformation
• Change – happens around us
• New client requests, changes in organizational structures, roles and
responsibilities
• Transformation – we need to adapt and align our thinking to the external
reality
• This happens inside of us, beneath the surface. It is transforming our
mindset, understanding or consciousness
For change to be successful we need to recognize impacts to the whole system,
deal with the actual external changes and the internal human transformation
BuildyourCulture

15. © Culture Leadership Group
BuildyourCulture
Building Trust
• Building trust is critical to creating a successful culture and attaining
results.
• Trust impacts speed and cost
• Low trust => slower speed and higher costs
• High trust => faster speed and lower costs
• How do you build trust?
• Facilitative Leaders invest time getting connected as a team,
sharing their wisdom, exploring challenges, and building solutions
together

16. Environmental Scan
• Conducted an environmental
scan with key stakeholders
through 5 on-line engagement
sessions using Go-To-meeting
• Perception of stakeholders gave
PIJAC a new view of the world
and their untapped potential
• Realigned mission and purpose
of association with new tag line
BuildingLeadershipCommitment

17. EnvironmentalScan
Drivers and Direction for Change
© Culture Leadership Group
External
Internal

18. PIJAC Canada Results
Worksheet Handout –
Environmental Scan
To
Shift Mind-sets

19. © Culture Leadership Group
External Drivers for Change
• Environmental Forces: Social,
Economic, Political, Governmental,
Technological, Demographic, Legal
• Marketplace: Customer needs and
demands which arise from the
environmental forces
• Business Imperatives: Strategies
organizations must successfully
implement to meet the market
(consumer) requirements
• Organizational Change: How the
organization must evolve to
successfully deliver on the new
business strategies
What might be some examples of these
drivers for change?
EnvironmentalScan

20. © Culture Leadership Group
Progress is impossible without
change, and those who cannot
change their minds cannot change
anything
George Bernard Shaw

21. © Culture Leadership Group
Internal Drivers for Change
Transport Canada — CIO Directorate
• Cultural Imperatives: New
ways of being and working
together
• Leader and Staff
Behaviour: Different style of
making decisions, frequency
of collaborative dialogue, tone
in communicating
• Leader and Staff Mindset:
New set of beliefs, values and
assumptions
What might be some examples of
these drivers for change?
EnvironmentalScan

22. © Culture Leadership Group
Reflection
• What stands out for you about
this process?
• What do you find exciting,
surprising, or challenging?
• How do think mindset shift will
impact leading change?
• Outcomes for PIJAC Canada?

23. Outcomes
• Stronger board, more united in providing guidance to the association members
• Commitment to the strategic plan
• Board members participating in roles and have taken on more responsibilities
• The values have given them confidence and energy, providing valuable
momentum in moving forward and making it easier to follow the plan
• Positive relationships with community groups
• Legislators seeking their advise on policy
• Increase in pet show attendance and revenue
• Maintaining association membership at a time when other associations are losing
members

24. A whole system approach calls for actions in all four dimensions at the same time
COLLECTIVEINDIVIDUAL
OBJECTIVE
SUBJECTIVE
Character
Actions and
Behaviours
of the Leaders
Personality
Values and Beliefs
of the Leaders
Culture
Values and Beliefs
of the Organization
Environment
Structures
Actions and Behaviours
of the Organization
2 4
1 3
When Leaders Transform the
Organization Transforms
BuildingLeadershipCommitment

25. © Culture Leadership Group Transport Canada — CIO Directorate
Never believe that a few caring
caring people can’t change the
world. For, indeed, that’s all who
ever have.
Margaret Mead

26. New Meaning & Purpose
BuildingLeadershipCommitment

27. © Culture Leadership Group
Thank you for your participation
Joanna Barclay, CEO, Culture Leadership Group
Joanna.Barclay@CLG-AP.com