Download - Culture July 2015
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CONTENTS3-4 Introduction5-8 Elements of culture9-11 Components of workplace courage12-15 Creating a culture of trust16-19 Ethics and culture20-21 Leadership and culture22-24 Management behaviours and common cultural
gaps 25-27 Employee engagement and culture28-29 Competing values framework30-31 Building a performance-based work culture32-33 Maintaining a strong team culture34-36 Turning your organization into a culture of
readers37-39 The impact of a merger on culture40-42 Instilling an accountability-based culture43-44 A lesson on culture from schools45-48 Case studies49-50 Conclusion, summary and questions
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Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers
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Elements of culture 1 of 3
• Create a vision• Establish clear goals• Communicate• Use the
organization’s core values
• Select and develop talent
• Empower employees• Maintain a
performance orientation
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Elements of culture 2 of 3
• Use teamwork• Be consistent• Focus on value
enhancement• Be proactive• Address resident
and customer needs
• Allow balance in employee work and life
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Components of workplace courage 1 of 2
• Morally worthy goal• Intentional action• Perceived risks,
threats or obstacles
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Creating a culture of trust 1 of 3
• Organizational communication
• Personal trust• Change communications
and transition management
• Employee communication
• Customer trust• Knowledge sharing and
collaboration• Public relations• Principles and skills
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Creating a culture of trust 2 of 3
Actions for leaders• Tell people what you
know and don’t know• Explain why• Be consistent• Don’t spin• Communicate,
communicate and communicate
• Be realistic• Be accountable
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Creating a culture of trust 3 of 3
Actions for leaders (continued)• Acknowledge and
honour people’s contributions
• Be authentic• Share information
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Ethics and culture 1 of 3
• Ethical content• Ethical operations• Ethical individuals
• Hallmarks of an ethical workplace
• An ethical culture inventory
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Ethics and culture 2 of 3
Ingredients in an ethical workplace• Compliance• Fairness• Motive-based trust• Ethical working self-
concept
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Ethics and culture 3 of 3
Types of ethical culture• Virtuous workplace
culture• Positive workplace
culture• Compliant workplace
culture
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Leadership and culture
Embedding mechanisms• Primary embedding
mechanism• Secondary embedding
mechanism
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Management behaviours and common cultural gaps 1 of 2
• Communicating• Evaluating• Persuading• Leading• Deciding• Trusting• Disagreeing• Scheduling
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Management behaviours and common cultural gaps 2 of 2
Rules to remember• Don’t
underestimate the challenge
• Apply multiple perspectives
• Find the positive in other approaches
• Adjust and readjust your position
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Employee engagement and culture 2 of 2
Steps to take• Define the required
culture• Ask everyone to
describe the current culture in one word
• Identify if there is a gap, then build a plan to close the gap
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Competing values framework
• Clan-human affiliation• Adhocracy-change• Market-achievement• Hierarchy-stability
• Beliefs• Values• Artifacts or behaviours• Effectiveness criteria
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Building a performance-based work culture
• SMART objectives• Questions to ask
around outcome-based objective-setting
• A team drill around the ultimate outcome
• Identify activities that enable the outcome and activities that don’t
• Measure success• Who sets objectives?
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Maintaining a strong team culture
• Keep the foundations strong
• Increase the involvement of team members
• Demonstrate trust in your team
• Keep up teambuilding activities
• Ask for feedback about your own performance
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Turning your organization into a culture of readers 1 of 2
• Expand the scope of available knowledge
• Spur innovation• Create individualized
learning solutions• Foster meaningful
connections and collaborations
• Make knowledge stick
• Invest in human capital and leadership skills
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Turning your organization into a culture of readers 2 of 2
• Curate a dynamic body of knowledge
• Raise awareness and visibility
• Find evangelists• Encourage reading
through acknowledgement and incentives
• Incorporate a reading in your next meeting or activity
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The impact of a merger on culture 1 of 2
Three phases involved• Pre-merger• Integration• Stabilization
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The impact of a merger on culture 2 of 2
Steps to take• Take the best of both
worlds• Don’t assume you will
achieve total integration• Include leaders from both
teams• Avoid uniformity for
uniformity’s sake• Help former competitors
become collaborators• Communicate early and
often
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Instilling an accountability-based culture 1 of 2
• Conduct an accountability review
• Hold an accountability boot camp
• Start with a behaviour statement
• Regularly meet up and talk it through
• Don’t promote accountability shirkers
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Instilling an accountability-based culture 2 of 2
• Hire accountable people• Monitor your success
and make adjustments as needed
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A lesson on culture from schools
• Take care of yourself• Take care of each other• Take care of this
place/take care of business