how to build a culture that supports growth

Building a Culture that Supports Growth

Lois Raats MEd CCC BCC

Business Growth Consultant

© 2012 Ready2Grow Associates www.ready2grow.com

Expertise: Strategic Planning Marketing & Sales Force Development Leadership & Team Development Process Improvement & Innovation 25 years’ experience

Mission: Help people and organizations get stronger and better.

Lois Raats MEd CCC BCC


What is culture all about and why should you care?

How does culture development fit with your business’s growth stage?

What are some culture styles and which one does your business resemble the most?

What are some strategies and best practices for shaping culture to align with values and vision?

Outline:


Symptoms of a team that needs a culture shift…

Business symptoms:Low productivity, low profits, high #complaints, low resolution

of said complaints, high turnover.

Team Symptoms: Low morale, low engagement, lack of trust, poor

communication, confusion, duplication, anger/sarcasm, gossip, tribal warfare - individuals vying for same space

Personal Symptoms: Stress, anxiety, sense of failure or incompetence, long-term:

low self-esteem

So why should you care about Culture?


INNER OUTER

WHYWHAT

IDEOLOGY: -Values -Purpose -Vision

LEADERSHIP

“ROOTS”

HOW

IMPLEMENTATION: -Mission -Culture -Goals -Projects -Next Steps

MANAGEMENT

“FRUITS”© 2012 Ready2Grow Associates

www.ready2grow.com

Two Sides of Growth

Growth Requires Change



7 Stages of Business Growth & Key Challenges

∙Target∙Product∙Niche

∙Survival∙Cashflow∙Market Opp’s

∙Time & Priorities ∙Delegation ∙Standardization

∙Productivity ∙Innovation ∙Continuous Improvement

∙Back to Start-up ∙Leverage Experience to Tap New Markets

∙Focus on Quality & Innovation to Increase Value

∙Accurate valuation & exit strategy


Team Growth (People CapabilityMaturity Model PCMM)

INITIALMove away from chaos & reactivity

REPEATABLECreate basic structures &

processes

DEFINEDIdentify Core competencies

OPTIMIZINGContinuous

improvement

MANAGEDAlign, Quantify,

Transfer Knowledge

Continuous InnovationIndividual Competency Dev.

Coaching

Few Processes in place

Fire-fighting

CompensationTraining

Performance ManagementRecruitment & Selection

Communication

Participatory CultureDefine Competencies

Knowledge & Skills AnalysisPerson-position FitWorkforce Planning

Leadership DevelopmentPerformance AlignmentCompetency AlignmentTeam-based Practices

Mentoring

Step Tasks

Growth requires both inner and outer change


INNER – “ROOTS”

OUTER - “FRUITS”

• Values

• Vision

• Thoughts

• Feelings

• Attitudes

• Decisions

• Conversations

• Activities

• Behaviours

=

CULTUREStrong roots produce delicious fruits.

Values+ Purpose+ Mission+ Vision

= Identity Implementation (a.k.a. “how we do things around here” Culture)

CULTURE stems from CORE IDENTITY (“ROOTS”)


CULTURE = “how we do things around here”


thought

attitude

feelingACTIVITY

feeling

CONVERSATION

thought

BEHAVIOUR

value BEHAVIOUR

attitudeACTIVITY

VisionWe are guided by this vision of the future…

PurposeBecause we are all about…

Mission and Culture We will accomplish our purpose in this way…

Goal

Specific targets we will set to fulfill our mission

Supporting ProjectsSpecific projects that help us accomplish our goals…

Next Steps What we need to do today toward Projects X,Y,Z…


Goal-setting Pyramid

ValuesPassionsIntentionsInklingsCustomers


1. from the inside out.

2. from the top down.

CULTURE CHANGE happens…


CORE VALUES

The enduring principles

we will never give up

that help us decide what

to do on a daily basis.

We would hold this value even if: We started another company It is 100 years from now It becomes a competitive disadvantage We are not rewarded for holding this valueAlso: It’s such an important part of our identity, that people

who don’t hold this value really couldn’t work for us.

Core Value Tests:



CORE PURPOSE

The underlying reason why we do

what we do each day Reminds us what we are committed to Answers the question “Why?”

(To figure out Purpose, state what you do, then keep asking “Why?”until you can’t answer any more)

“To build into people and communities…” To help people build better lives. To help people improve their lives. To support people. To help people know they are supported. To prevent loneliness, isolation, pain. So people can know they are not alone. To create a better life for everyone.

e.g. Why?


Standards that shape our attitudes and behaviours to reflect our Core Values & Core Purpose

e.g. Core Value: INTEGRITY - We take responsibility. - We do what we say we are going to do. - We do our best work at all times. - We always seek the best for our customer.

GUIDING PRINCIPLES


"Underpromise, Overdeliver"

"We always err on the side of the customer"

"We're honest in our dealings with each other and

the public"

"We take immediate responsibility for our actions,

both personally and as a company"

“We forgive others’ mistakes.”

Guiding Principles examples


“For every problem, there is a solution.” “Find a way.” “No excuses.” “Money is a means not an end.” “We do what we say we’re going to do.” Treat others as I would wish to be treated Treat others as they would wish to be treated "We're compassionate in our dealings with each other and the public" Be fair Be respectful Be professional: aware of what I do and say and how it affects others Admit mistakes and forgive them in others.

Guiding Principles examples cont’d


Faith • I believe in my bigger purpose, my business, and other people.

Reciprocity • I willingly give before I receive. I give whether or not I get back,

keeping in mind my boundaries.

Boundaries • I aim to be: Friendly • Firm • Fair

Abundance • I can get whatever I need when I help others get what they

need.

Attraction • I aim to attract more than promote.

Passion • I do what I love, and will overcome all obstacles until I accomplish

what I set out to do. I will find a way.

Competence • I am the best at what I love to do. No excuses.

Forgiveness • I forgive people’s mistakes and forgive myself for my own

mistakes. Anger wastes energy that could be spent serving

people.

Investment • vs. ”expense”. I invest time, energy, money to keep growing.

Ready2Grow’s Values & Guiding Principles


CULTURE


Culture Styles


FREEDOM

CONTROL

INTERNAL FOCUS

EXTERNAL FOCUS

Values Innovation

High Tech

HIERARCHYValues

StabilityTraditional

Mfg.

ADHOCRACYEarlier Stage

Later Stage

Values stability. Traditional approach to structure and control Typical of traditional manufacturing businesses where success

is based on maintaining the status quo. e.g. Pepsi Strict chain of command Respect for position and power Well-defined policies, processes, rules, and procedures. Leader coordinates, organizes, and keeps a close eye on what

is happening.

Hierarchy Culture


Values efficiency. Seeks control but does so by looking outward. Manufacturing and service businesses where competition is

high and innovation and quality control are essential. Continually seeks to reduce the cost of transactions in the

value chain e.g. hiring employees, choosing suppliers, negotiating price, security.

Leader seeks to create value flows between clients and suppliers with the lowest cost and delay.

Leader in market cultures driven by results, very competitive, and seeks always to deliver the goods.

Market Culture


Values relationships. Team’s energy focused inward vs. toward marketplace. Less focus on structure, control, and price. Values craftsmanship and

flexibility. Organization relatively flat, people and teams allowed to act

independently. Sense of family, loyalty, common cause (defined by leader). Rules exist but are more often transferred socially than written down. Leader is facilitative and supportive, at times parental. Seeks to align

team around vision, shared goals, outputs and outcomes. Leader’s vision tied to marketplace, but team’s vision tied to leader.

© 2012 Ready2Grow Associates

www.ready2grow.com

Clan Culture

Values innovation. “Ad hoc” = “organized toward a special project”. Typical of tech startups where maximum agility is crucial to survival during rapid change. Highest independence and flexibility, market-driven. Specialized teams form rapidly continuously to surmount new

challenges. Grows through prototyping and experimenting rather than large, long-

term projects. Team’s energy focused on realizing a dream in the marketplace. Team

emotionally connected more with vision than with a particular leader. Leader is visionary, innovative, and takes calculated risks to make significant gains.

Adhocracy Culture


What style of culture do you currently have? What style of culture do you want to build over time? What Guiding Principles ensure that your people are

living out your values, purpose, and mission? What Rules provide boundaries for you, helping you

and your employees live out your Values?


Questions about Culture

Leaders walk the talk.

Set as a regular agenda item in meetings.

Keep written values, purpose, mission visible in your office.

Before you post the values, prepare the ground through discussion and

storytelling first.

Choose one value statement. Ask them what it means, and when it’s

been in play this week.

Start collecting these stories about how employees have been living out

our values.

Ways to Communicate Culture Internally


Create a suggestion box.

Post your answers to suggestions above the box so people can

read and comment on your responses.

Have a “caught I doing something right” feedback box that

anyone can contribute to. Offer praise.

Use social media to communicate values, purpose, and vision

with your staff.

Create a values logo…

Ways to Communicate Culture Internally cont’d


Thomas Nelson Publishers:


First, get clear about your internal organization: your values, purpose, mission, and vision.

Incorporate these into all communications: print, social media, job postings, etc.

Identify the specific competencies required to accomplish your mission.

Word your job postings to attract people who are aligned with your values and vision.

Get the right people on the bus and the wrong people off the bus.

Ways to Shape the Culture You Want


EngagementAlignmentLearningShared Leadership

Core Principles for Culture-Building


Work for more than just money.

PASSIONATE – Care about their work

COMPETENT – Do a lot and do it well

LEADERS – Ownership and accountability

Engaged Employees…


Understand the core vision, values, purpose and mission of the organization.

Apply the above on a daily basis according to the guiding principles

Solve problems in an agile fashion: can make decisions quickly based on market conditions and other factors - because they are clear about what is most important to the organization.

Aligned Employees…


Are naturally curious, or are taught to be curious Are encouraged to learn Are encouraged to innovate

Bring great new ideas to the business and the team Are energized by innovation

Learning Employees


Best model for teams is shared leadership. Leaders are self-directed. Leaders take responsibility for their actions. Leaders do whatever it takes to get the job done. Leaders set boundaries and don’t allow themselves to

become overwhelmed. Leaders think strategically, not just tactically.

Shared Leadership


Website: www.ready2grow.comFree Business ScorecardFree 30-Day Time Tools program

Contact: [email protected] Twitter: lois_ready2grow Link with me on Linked In and Facebook!

Thank You!


http://www.ready2grow.com/

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