Leadership and Culture SPRING Singapore Sharing 5th Nov

Copyright © aAdvantage Consulting 2014. All Intellectual Property Reserved.
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Building a High Performance Culture
5 November 2014
www.aadvantage-consulting.com

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Partnering
clients in achieving
impactful implementation and
seamless transformation for
sustainable growth
From vision to results

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Single point-of-contact solution partner
Single point-of-contact solution partner
•Strategic
•Implementation- focused
•Results-driven
•Sustainable

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Our Clients across Sectors
Private Sector
Public Sector

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Our Experience in Business Excellence and Culture Transformation

Strategic Partners for a Seamless Transformation
With30yearsinbusinesstransformationworkingwithcrossfunctionalteams,theirpassionliesindevelopingleaders, facilitatingactiveparticipationfororganizationalchange,developingresourcefulteamsandaligningstrategicobjectives.Theirgoalistohelporganizationsachievetheirfullpotential, wherepeopletakeownership,buildcommitmentandbridgecommunicationgaps.
aAdvantageConsultingtogetherwithCultureLeadershipGrouppartnerorganisationstoensuresuccessfultransformationfromconceptthroughtoimplementation.
Establishedin2002,thefoundersarebondedbythebeliefthatconsultantsneedtogetmoreinvolvedinimplementationwork.WithkeysolutionssuchasResearch,TeamBuilding& Development,CultureTransformation, andHRTransformation,thefirmhelpsorganisationsanditspeopletoachieveimpactfulandsustainableimplementation. www.aadvantage-consulting.com
www.CultureLeadershipGroup.com

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01 Conscious Culture

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Joanna Barclay
Corporate Leadership Consultant
www.CultureLeadershipGroup.com
Joanna.Barclay@CultureLeadershipGroup.com
How to build a high performing workplace
through values, ethics, and leadership
Conscious Culture

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The Challenges
•How to attract and keep talented people
•How to increase profitability and shareholder value; meet the organisationmission and intended outcomes
•How to increase staff engagement
•How to increase innovation, creativity, agility, and customer satisfaction
What are the stressors impacting these challenges?
What is the value of transforming culture?

10”Winds” Reason, Logic”Currents” Spirit, Emotions
Plans, Vision,
Strategy, Goals,
Structure, Systems
Habits,
Attitudes,
Traditions,
Prejudices,
Patterns,
Feelings,
Fear,
Values,
Beliefs
“Culture eats strategy
for breakfast”

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All power and effectiveness come from knowing the how and acting appropriately.
Tao TeChingof Leadership

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Knowing the HOW…
and
doing the right thing

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High Performance Cultures are…..
•Client Focused
•Team Approach
•Values Driven
•Innovative
•Sound Strategy
•Clear Direction
•Total Alignment
•Financially Viable
•Agile
•Responsive
•Adaptive
•Resilient
Talent
Sustainability
Excellence
Ethics
Resilience

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Culture and Strategy
Full Spectrum Leadership
Compelling VisionInspiring Mission
High Performance
Strong Culture
Personal Alignment
Group Cohesion
Structural Alignment
Good StrategyClear Goals
Measurable Objectives Key Performance Indicators

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Evolution of Business Paradigms
Manpower
Agricultural Age
1900
1800
Information Age
Intellectual Capital
Industrial Age
Quality of Product
Consciousness Age
Cultural Capital
2000

A flood of literature on importance of Culture… what does it all mean?
Cultural Capital is the new competitive advantage

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Cultural Capital –“Share of Heart”
How do leaders behave?
Earn share of heart
Large investment in culture
‘WOW’ factor
“Doing good for all” centered visions
Alignment of all stakeholder needs
Firms of Endearment (FoE) outperformed the
S&P500 by 1649% over a 15 yrperiod?
Loyalty, Respect, Integrity, Trust, Joy, Authenticity, Empathy, Compassion

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Effects of Change… Disengagement
-Fearful
-Depressed
-Anxious
-Exhausted
-Angry
-Defeated
-Defensive
-Apathetic
-Resentful
-Sad

Copyright © aAdvantage Consulting 2014. All Intellectual Property Reserved. 19
North America 26-30%
Engaged
Disengaged
Southeast Asia 6-12%
Engaged
Disengaged
Employee Engagement – Gallup Research

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Doing the same thing over and over
and expecting different results is
... insanity.
-Albert Einstein

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Maintaining the same leadership, management style, and behaviors while expecting your employees to embrace new habits and greater collaboration is …
Cultural insanity!

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02 Leading Culture

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Case Study -PWGSC
Background
•In 2010, Public Works and Government Services Canada (PWGSC) was dealing with complex, unprecedented change
•Stretching systems and peoplebeyond anything they had ever experienced.
•Tough fiscal restraint—with a deficit reduction of $4 billion, 5 to 10% of departmental budgets were being cut
•Increasing the pressure on staff to do more with less.
•Retirements were seriously reducing the number of staff while there were changing demographics to serve, and
•New technologies were raising service expectations at a time when their client service was already considered too slow.

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Case Study -PWGSC
Objectives of Client Service Committee
•Senior leadership committee was formed to deliver on the Client Service Strategy.
•Cultural transformation to change the values and behaviors of the leaders and staff was seen as a key driver to support the strategic initiatives.
•The directors-general from each branch were selected who would be instrumental in transforming the client service culture
•With client service reported at a 50% satisfaction senior leadership recognized thathow they were doing business needed to change significantly.
•The change would entail a transformation from rigid accountability to stewardship(having control of $14 billion in government spending) balanced by speed and agility.

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Case Study -PWGSC
CommitteeChallenges within 1 year
•A leadership problem emerged within a year of starting the project.
•Discussion around the boardroom table was missing key voices of the senior leaders
•Engagement and commitment should have been high.
•Initiative was very strategic and had the deputy minister’s and assistant deputy minister’s attention.
•Directors-general were sending their directors, who were sending their managers to replacethem, unprepared and with no authority.
•Needed to diagnose the reasons for the malaise affecting committee members.
•Time to make the intangible tangible and assess the committee’s performance bymapping and measuring its culture

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Case Study -PWGSC
Process and Solution
•Cultural Values Assessment from Barrett’s Values Centre Cultural Transformation Tools (CTT)
•The diagnosis was a misalignment of personal values with the values being experienced in the current culture of the committee.
•Ethics, Excellence and Leadership were personal values for seven out of the thirteen DGs.
•These values had also been selected by the DGs as desired cultural values, which meant the DGs considered them important going forward to achieve their goals.
•What was the problem? Why weren’t these values showing up in the current culture? What was happening to prevent them?
•Selected 5 key values and behavioursto align leadership team and build internal cohesion

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1.integrity
7
5(I)
2. respect
7
2(R)
3. balance (home/work)
6
4(I)
4. honesty
6
5(I)
5. leadership
6
6(I)
6. achievement
5
3(I)
7. ethics
5
7(I)
8. making a difference
5
6(S)
9. positive attitude
5
5(I)
10. excellence
4
3(I)
11. family
4
2(R)
12. humour/ fun
4
5(I)
Votes
Level
PWGSC Client Service Committee (13)

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1. integrity
7
5(I)
2. respect
7
2(R)
6
4(I)
4. honesty
6
5(I)
5. leadership
6
6(I)
6. achievement
5
3(I)
7. ethics
5
7(I)
5
6(S)
5
5(I)
10. excellence
4
3(I)
11. family
4
2(R)
12. humour/ fun
4
5(I)
Votes
Level
1. achievement
7
3(I)
2. cooperation
6
5(R)
3. information sharing
6
4(O)
4. teamwork
6
4(R)
5. goals orientation
5
4(O)
6. respect
5
2(R)
7. adaptability
4
4(I)
8. commitment
4
5(I)
9. customer satisfaction
4
2(O)
10. open communication
4
2(R)
11. professionalism
4
3(O)
Votes
Level
PWGSC Client Service Committee (13)

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1. integrity
7
5(I)
2. respect
7
2(R)
6
4(I)
4. honesty
6
5(I)
5. leadership
6
6(I)
6. achievement
5
3(I)
7. ethics
5
7(I)
5
6(S)
5
5(I)
10. excellence
4
3(I)
11. family
4
2(R)
12. humour/ fun
4
5(I)
Votes
Level
1. achievement
7
3(I)
2. cooperation
6
5(R)
6
4(O)
4. teamwork
6
4(R)
5. goals orientation
5
4(O)
6. respect
5
2(R)
7. adaptability
4
4(I)
8. commitment
4
5(I)
4
2(O)
10. open communication
4
2(R)
11. professionalism
4
3(O)
Votes
Level
1. accountability
6
4(R)
2. ethics
5
7(O)
3. excellence
5
3(I)
4. leadership
5
6(O)
5. clarity
4
5(O)
6. commitment
4
5(I)
7. continuous learning
4
4(O)
8. inclusiveness
4
4(R)
4
4(O)
10. mission focus
4
4(O)
11. teamwork
4
4(R)
12. trust
4
5(R)
Client Service Committee (13)

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Personal Values
Level
Current Culture Values
Level
Desired Culture Values
Level
Ethics
7
Cooperation
5
Ethics
7
Making a Difference
6
Commitment
5
Leadership
6
Leadership
6
Information Sharing
4
Clarity
5
Integrity
5
Teamwork
4
Commitment
5
Honesty
5
Goal Orientation
4
Trust
5
Positive Attitude
5
Adaptability
4
Accountability
4
Humour /Fun
5
Achievement
3
Continuous Learning
4
Balance (Home/Work)
4
Professionalism
3
Inclusiveness
4
Achievement
3
Respect
2
Information Sharing
4
Excellence
3
Customer Satisfaction
2
Mission Focus
4
Family
2
Open Communication
2
Teamwork
4
Respect
2
Excellence
3
Voting process to select values
Created 3 measureable behavioursfor each value
Develop an action plan to support implementation of the behaviours
Selecting Values and Behaviour

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Case Study -PWGSC
Outcomes –3 years later -AMAZING RESULTS!
•Developed and launched the PWGSC Client Barometer; 90%+
•Nineteensigned Departmental Service Agreements
•Standard and Performance Indicators—Published “Our Services Standards and Results”
•Launched the “One Knock” approach with a single point of contact
•Developed a departmental Client Engagement Framework
•PWGSC client service course and client service awards, client service competency,

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Bringing Your Values To Work
“Bringing your values to work”
Values, Beliefs and Behaviours
Choose 1 value that is important in your life.
Why do you believe this value is important to you?
Recall a moment in your life when you really lived this value. What behaviours did you exhibit that support this value?
How might you react if this value was not being honoured by other? Describe your feelings, thoughts, and actions.

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Exercise Debrief
Objective: To demonstrate the connection of values to engagement, retention and high performance
1.How do you feel when you are able to live your values at work?
2.How do they impact your performance?
3.What would happen if you were not able to bring these values to work? How would you feel?
4.Would you want to continue working there?

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Source of Personal Excellence
Enlivening Personal Values => Engagement
Engagement => Positive Mental Attitude
Positive Mental Attitude x Ability = Performance
Fundamental Law of Individual Success
Ability Level
Mental State
Performance
10
100%Focus
10
10
80% Focus
8
10
60% Focus
6

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Case Study –PIJAC Canada
Background
•PIJAC Canada represents the Canadian pet industry with $6.5 billion in revenue.
•2012 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 –Community groups, veterinarians, animal shelters, city councils, legislative policy makers.
•Declining association membership

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Strategic Objectives
•Engage pet industry and connect with stakeholders
•To be more proactive and have better balance through efficient use of resources.
•To provide a higher level of service to the membership and create more business opportunities
•Higher engagement of board members, contributions and maximizing their potential

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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

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Process & Solution
•1 day facilitated participatory strategic planning session
–Opportunity for their ideas to be heard
–Being given decision-making responsibility
•Achievements:
–Explored challenges and opportunities, 3 strategic initiatives with action plans
–Agreement on 4 key values –Excellence, Collaboration, Leadership, Responsibility
–Discovered limiting beliefs that would reduce performance
•Conducted an environmental scan with key stakeholders through 5 on-line engagement sessions
–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
•Cultural transformation through focus on four values

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Outcomes of Cultural Transformation
•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 members at a time when other associations are looking membership

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When Leaders Transform the Organisation Transforms
A whole system approach calls for actions in all four dimensions at the same time
COLLECTIVE
INDIVIDUAL
OBJECTIVE
SUBJECTIVE
Character
Actions and Behaviours
of the Leaders
Personality
Values and Beliefs of the Leaders
Culture
Values and Beliefs of the Organization
Source: K Wilber –Integral Model “A Brief History of Everything”
Environment
Structures
Actions and Behaviours of the Organization
2
4
1
3

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Whole System Transformation Evolution
A whole system approach calls for actions in all four dimensions at the same time
COLLECTIVE
INDIVIDUAL
OBJECTIVE
SUBJECTIVE
Source: K Wilber –Integral Model “A Brief History of Everything”
Environment
2
4
1
3
Mission
Alignment
Structural
Alignment
Values
Alignment
Personal
Alignment
Character
Actions and Behaviours
of the Leaders
Personality
Values and Beliefs of the Leaders
Culture
Values and Beliefs of the Organization
Structures
Actions and Behaviours of the Organization

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How are you as a leader consciously creating your culture, or do you have a default, unconscious culture?

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Who would youlike to have as your leader?
What the best leaders focus on: Values that create internal cohesion
1. commitment
2. control (L)
3. ambition
4. result oriented
5. demanding (L)
6. experience
7. goal oriented
8. authoritarian (L)
9. humor/fun
10. power (L)
1. commitment
3. accessible
4. teamwork
5. trust
6. integrity
7. accountability
9. enthusiasm
10. fair
How Maria sees herself?
How do others see Maria?
Internal Cohesion
Self- Esteem
High entropy Leaders (21% +)
Low entropy Leaders (0-6%)

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Organisational transformation begins with
the personal transformation of the leaders.
Organisations don’t transform. People do.
New Theories of Organisational Success

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The Leader and their Values
Leadership style accounts for 70% of emotional tone which determines 30% of business performance
FoE* Leadership knows that extraordinary confidence in employees causes them to perform extraordinarily –to rise above, surpass, exceed and excel.
FoE* -Firms of Endearment, How World Class Companies
Profit from Passion and Purpose, 2007

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Leadership Values Assessment
Values, beliefs and behaviours
360 °Assessment
The Leadership Values Assessment supports CEO's and senior executives in broadening and strengthening their leadership skills.
The assessment highlights the issues that an individual needs to address in order achieve their potential and/or grow as a leader.

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03 OrganisationalAlignment

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ABCs of High Performance
•Awareness through measurement
If you can measure it you can manage it
•Belongingness through engagement
Connecting the head and heart, intellect and emotions
•Commitment through alignment
Creating a shared vision and values

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Where are we now? How do we know?
Measurement matters.
If you can measure it,
you can manage it.
All power and effectiveness come from Knowing
the how and acting appropriately.
Tao TeChing of Leadership

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Cultural Transformation Tools
Step 1:
Cultural Values Assessment
Powerful metrics which enable leaders to actively measure and manage culture.
They make the intangible, tangible.
They link performance to culture.
Step 2:
Leadership Values Assessment
Supports CEO's and senior executives in broadening and strengthening their leadership skills.

52RichardBarrett
Derivation of Consciousness Model
Know and Understand
Physiological
Safety
Love & Belonging
Self-esteem
Self-ActualizationAbrahamMaslow
Know and Understand
Needs
Consciousness

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Measuring the Existing Culture
•Which of the following values and behavioursmost represent who you are?
•Which of the following values and behavioursmost represent how your organization operates?
•Which of the following values and behavioursmost represent how you would like your organization to operate?
Three questions:

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Alignment of Employee and Organizational Consciousness
Difficult to hire and keep people who are here
Individual
Consciousness
When organizations are here…
Corporate
Consciousness

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Cultural Entropy
Cultural entropy is the amount of energy in an organization that is consumed in unproductive work.
It is a measure of the friction and pent-up frustration that exists within an organization.

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Cultural Entropy
Productive work
Lack of productivity or destructive behaviour
What does 41% entropy look like?

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Best Employers have Lowest Entropy
Cultural Entropy
Employee Engagement
Tier 1 (Best)
5%
89%
Tier 2
8%
76%
Tier 3
15%
55%
Tier 4 (Worst)
21%
40%
This research of 163 organizations was carried out
by Hewitt Associates and the Barrett Values Centre in 2008

CIO Directorate, Management Team & Chiefs (39)
client service
19
6(O)
bureaucracy (L)
17
3(O)
accountability
14
4(R)
achievement
12
3(I)
control (L)
12
1(R)
employee recognition
12
2(R)
hierarchy (L)
12
3(O)
teamwork
12
4(R)
information sharing
11
4(O)
commitment
10
5(I)
long hours (L)
10
3(O)
professionalism
10
3(O)
client service
20
6(O)
balance (home/work)
18
4(O)
information sharing
17
4(O)
employee engagement
13
5(O)
efficiency
12
3(O)
innovation
12
4(O)
open communication
12
2(R)
continuous improvement
11
4(O)
professionalism
11
3(O)
adaptability
10
4(I)
cooperation
10
5(R)
respect
10
2(R)
teamwork
10
4(R)
ValuesPlot
August 19, 2014
Copyright 2014 Barrett Values Centre
I = Individual
R = Relationship
Black Underline= PV & CC
Orange= PV, CC & DC
Orange= CC & DC
Blue= PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Matches
PV -CC 2
CC -DC 4
PV -DC 4
Cultural Entropy:
Current Culture
27%
respect
22
2(R)
cooperation
19
5(R)
integrity
17
5(I)
honesty
15
5(I)
leadership
15
6(I)
commitment
14
5(I)
balance (home/work)
13
4(I)
efficiency
13
3(I)
positive attitude
13
5(I)
accountability
11
4(R)
initiative
11
4(I)
trust
11
5(R)
Level
Personal Values (PV)
Current Culture Values (CC)
Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=8-4-0 IRS (L)=0-0-0
IROS (P)=2-3-3-0 IROS (L)=0-1-3-0
IROS (P)=1-4-8-0 IROS (L)=0-0-0-0
T
T
T
T
T
T
T
T
T

client service
19
6(O)
bureaucracy (L)
17
3(O)
accountability
14
4(R)
achievement
12
3(I)
control (L)
12
1(R)
12
2(R)
hierarchy (L)
12
3(O)
teamwork
12
4(R)
information sharing
11
4(O)
commitment
10
5(I)
long hours (L)
10
3(O)
professionalism
10
3(O)
client service
20
6(O)
balance (home/work)
18
4(O)
information sharing
17
4(O)
employee engagement
13
5(O)
efficiency
12
3(O)
innovation
12
4(O)
open communication
12
2(R)
11
4(O)
professionalism
11
3(O)
adaptability
10
4(I)
cooperation
10
5(R)
respect
10
2(R)
teamwork
10
4(R)
ValuesPlot
August 19, 2014
I = Individual
R = Relationship
Orange= PV, CC & DC
Orange= CC & DC
Blue= PV & DC
P = Positive
O = Organisational
S = Societal
Matches
PV -CC 2
CC -DC 4
PV -DC 4
Level
7
6
5
4
3
2
1
IRS (P)=8-4-0 IRS (L)=0-0-0
IROS (P)=2-3-3-0 IROS (L)=0-1-3-0
IROS (P)=1-4-8-0 IROS (L)=0-0-0-0
T
T
T
T
T
T
T
T
T
respect
22
2(R)
cooperation
19
5(R)
integrity
17
5(I)
honesty
15
5(I)
leadership
15
6(I)
commitment
14
5(I)
balance (home/work)
13
4(I)
efficiency
13
3(I)
positive attitude
13
5(I)
accountability
11
4(R)
initiative
11
4(I)
trust
11
5(R)
Cultural Entropy:
Current Culture
27%

client service
19
6(O)
bureaucracy (L)
17
3(O)
accountability
14
4(R)
achievement
12
3(I)
control (L)
12
1(R)
12
2(R)
hierarchy (L)
12
3(O)
teamwork
12
4(R)
information sharing
11
4(O)
commitment
10
5(I)
long hours (L)
10
3(O)
professionalism
10
3(O)
client service
20
6(O)
balance (home/work)
18
4(O)
information sharing
17
4(O)
employee engagement
13
5(O)
efficiency
12
3(O)
innovation
12
4(O)
open communication
12
2(R)
11
4(O)
professionalism
11
3(O)
adaptability
10
4(I)
cooperation
10
5(R)
respect
10
2(R)
teamwork
10
4(R)
ValuesPlot
August 19, 2014
I = Individual
R = Relationship
Orange= PV, CC & DC
Orange= CC & DC
Blue= PV & DC
P = Positive
O = Organisational
S = Societal
Matches
PV -CC 2
CC -DC 4
PV -DC 4
Level
7
6
5
4
3
2
1
IRS (P)=8-4-0 IRS (L)=0-0-0
IROS (P)=2-3-3-0 IROS (L)=0-1-3-0
IROS (P)=1-4-8-0 IROS (L)=0-0-0-0
Cultural Entropy:
Current Culture
27%
respect
22
2(R)
cooperation
19
5(R)
integrity
17
5(I)
honesty
15
5(I)
leadership
15
6(I)
commitment
14
5(I)
balance (home/work)
13
4(I)
efficiency
13
3(I)
positive attitude
13
5(I)
accountability
11
4(R)
initiative
11
4(I)
trust
11
5(R)

61
What’s Next After CVA -From Measurement to Action
1
2
3
4
5
6
Values Assessment
Share results and start dialogue
Prioritize key focus values
Explore key values and behaviours
Live the values and grow the desired culture
Create Culture Development Plan

Benefits of CTT: A Clear Roadmap
A collective view of yourvalues
•Shifts the dialogue from us/them to we
A shared vision for moving forward
Identifies strengths of your organization
•Allows you to build on and foster the positives
A quantitative health index -% entropy
•Names what is causing waste and energy drain
•Antidote is provided
Identifies alignment/misalignment
•Points to what you need to do to create the desired culture

63
Culture Leadership Group Client List
•Public Works and Government Services Canada
•Transport Canada
•Environment Canada
•Astellas
•Valent
•SAP
•Canadian Heritage
•City of Ottawa Fire Fighters Association
•Chelsea Foundation
•Royal College of Physicians and Surgeons
•Industry Canada
•Public Health Agency of Canada

64
04 Leadership Transformation

65
A Sample List of Clients That We Have Conducted Cultural Values Assessments For

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Who would you like to have as a leader?
What the best leaders focus on: Values that create internal cohesion
1. commitment
2. control (L)
3. ambition
4. result oriented
5. demanding (L)
6. experience
7. goal oriented
8. authoritarian (L)
9. humor/fun
10. power (L)
1. commitment
3. accessible
4. teamwork
5. trust
6. integrity
7. accountability
9. enthusiasm
10. fair
How Maria sees herself?
How do others see Maria?
Internal Cohesion
Self- Esteem
High entropy Leaders (21% +)
Low entropy Leaders (0-6%)

67
The level of entropy represents the degree of potential challenges that may prevent a leader from achieving the organisation’s success outcomes
Entropy
Impact
0-6%
Healthy: Authentic individual. Decision-making is not driven by subconscious fears.
7-10%
Minor Issues: Requiring leaders to examine how their fear-based behavioursand actions are affecting people around them and/ or their degree of work/life balance.
11-15%
Moderate Issues: Requiring leaders to examine how their fear-based behavioursmay be compromising relationships with peers and subordinates, and negatively impacting their professional goals.
16-20%
Significant Issues: Requiring leaders to examine how their fear-based behavioursmay be undermining their personal integrity and trustworthiness, and negatively impacting their professional and personal goals.
21%+
Critical Issues: Requiring leaders to examine how their fear-based behavioursare compromising their ability to inspire and support their subordinates and collaborate effectively with their peers.

68
Entropy
Impact
10% or less
Healthy functioning.
11-19%
Minor Issues: Requiring cultural andstructural adjustments.
20-29%
Significant Issues: Requiring cultural and structural transformation and leadership coaching.
30-39%
SeriousIssues: Requiring cultural and structural transformation, leadership mentoring / coaching, and leadership development.
40-49%
Critical Issues: Requiring cultural and structuraltransformation, selective changes in leadership, leadership mentoring / coaching, and leadership development.
More than 50%:
Cultural Crisis: For private sector or corporations, high risk of bankruptcy, takeover or implosion.
Organisation Cultural Entropy Levels

69
Whole System Change
Leadership / People (Team) Alignment and Engagement
Structure/Process Alignment
Systems Alignment
Leadership Commitment to Transformation
Define Desired Culture & Identify Gaps
To support the achievement of Organisation and Success Outcomes
Management Alignment:
Vision and Mission
Strategies and Strategic Outcomes
Management Team Climate

70
Recap on the OrganisationXYZ Culture Building Journey
1.Management Retreat
•Management commitment to staff
•Leadership Promise
Staff
EE Survey & Focus Groups Discussion
2. Series of Organisation Interventions
•Senior Management Huddles
•Leadership Development Prog
•Leadership Values Assessment
•XYZ Values Challenge
•Values Roll-out eg Values Champion; Passion Stories; Values Awareness campaign
Culture Survey (1st) 3.Organisation-wide Culture Survey
4. Next Steps
•Management Huddles 2014;
•OrganisationRestructuring
•Process Review
•Systems Enhancements
Culture Survey (2nd)

71
Getting Started . . .
http://www.valuescentre.com/pva/
For your free Personal Values Assessment

72From vision to results

Leadership and Culture SPRING Singapore Sharing 5th Nov

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