keeping your competitive advantage make or break culture tm dan barnett ceo/ owner, the primavera...
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KEEPING YOUR COMPETITIVE ADVANTAGE
Make or Break CultureTM
Dan BarnettCEO/ Owner, The Primavera CompanyInternational Speaker/ ConsultantChair, Vistage Advisory BoardsCell: 775.843.0517Email: [email protected] [email protected]: @DCBarnett Website: www.makeorbreakexecution.com
Chair Excellence AwardVistage International 2015
The 500 ClubVistage International 2014
Overseas Speaker of the Year TEC Australia 2011- 2012
Fast Track Speaker of the YearVistage International 2010
U. S. Speaker of the YearTEC Canada 2009
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We hire human beings
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Beliefs
Behaviours
Results
CultureLimbic
NeoCortex
THE RESULT
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What is Your Culture?Beliefs
Mission
Vision
BehaviourValues
Activity
Rituals
Leadership Perspective
Review
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CultureAssumptions, beliefs, values, customs and
behaviours of an organisations employees,
supervisors and leaders.
Culture
“The way we do things around here.”
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Enron had a Values StatementFirst item on the list was “Integrity”
The only real value at Enron was “20% growth every year and we don’t care how you get it”.
Culture is Not a Values Statement
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The actual company valuesas opposed to the
nice sounding values in your statement are shown by
who gets rewarded, promoted, hired or let go
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Private Label Market Share6
8
10
12
14
16
18
Gross Margin $
41% Increase
45% Increase
WeyerhaeuserHow much should you invest in Culture?
Culture: Quality
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Culture Is not “soft” It is about Performance It takes Performance to a Higher Level
Defines “high performers” who also
do things “the right way”
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Pillsbury: Van de Kamp’sCulture Delivers What Customers Want - Hire for Culture First
Culture: Freshness The Tribe
1981 19870%
5%
10%
15%
20%
25%
30%28%
20%
11%
22%
Market Share
Mrs. Paul's
Van de Kamp's Frozen Fish
Year 1 Year 6
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What is Your Culture?All Good Performance Starts with Clear Direction
Mission: (External Focus – Broadcast to the World – Your Customers Want It)
Inspires your people to do their personal best. What mountain do we want to climb? More than a business case. It is what we stand for.
Vision: (Internal Focus – The future - for your people) Describes the future Start with your people – they create your success
- Clear and Specific – Measurable
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What is Your Culture?
Mission (Inspires your people, your customers want it -
broadcast to the world): ___________________________________________________________________________________________________________________________________________________
Vision (Describes your future to your people - internal): ___________________________________________________________________________________________________________________________________________________
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What is Your Culture?Beliefs
Mission
Vision
BehaviourValues
Activity
Rituals
Leadership Perspective
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Dan’s Creed Treat people the way
you want to be treated Make the Numbers Have Fun
63
172
0
20
40
60
80
100
120
140
160
180
1991 1994
Sales (Millions)
Juicy Juice
Sales (Millions)
Nestlé : Juicy JuiceGet Everyone on Board : Lead It Yourself
Year 1 Year 3
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What are Your Values?
Values:
1. _________________________________
2. _________________________________
3. _________________________________
4. _________________________________
5. _________________________________
It is not “soft” Rank Order Your Values
Include something like: Make the Numbers, Sustainable Results, Do More with Less
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Vistage Membership, 1957 - Present
13,011
12,173
10,700
9,201
6,440
7,508
4,369
2,174
49026815050
-
2,000
4,000
6,000
8,000
10,000
12,000
14,000
1957 - 1997 4,000 Members in 40 Years
2003 - 2006 4,000 Members in 3 Years
1997 - 2003 4,000 Members in 5 Years
14,400
2008
Vistage: Convert Values to BehavioursValues: 1. Trust 2. Growth 3. Challenge 4. Caring
(Added “Hard Work” and “Fresh Thinking”)
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Convert Values to Behaviour
Value: _____________________________
Behaviours: (List several behaviours that you want to see around that value)
1. _________________________________
2. _________________________________
3. _________________________________
4. _________________________________
Repeat for Each Value
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Culture Rituals
Consistent Behaviours Do something 100 times and it becomes
embedded in you. 10,000 times and you are a master
Create Rituals that focus your people on certain behaviours consistently.
Daily huddles Repeat a Value before Every Meeting Weekly reviews Book-club Monthly all-hands meeting
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Create a Ritual for Your Core Behaviours
Core Behaviour ____________________
Ritual (Repeat for all core behaviours)
_________________________________
_________________________________
It Takes 10,000 Repetitions to Master Something
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Culture
Language A common language creates a sense of
belonging “Mistakes” versus “Learning Moment” “Tribe” versus “Company” “Juiceville” versus the “Juice Division” “Maniacs” versus “Committed” “Warrior’s Spirit”, “Servant's Heart”, “Fun-Luving
Attitude”
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Culture Leadership Perspective
What do you stand for as a leader
Mine Do what you say you will - Integrity Listen to and respect others Try new things – courage Learn from your mistakes Treat others the way you want to be treated Make the numbers Work hard Have fun
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What is Your Leadership Perspective?
Leadership Perspective: (What you stand for as a leader)
1. _________________________________
2. _________________________________
3. _________________________________
Develop these with your leaders
- - -
10. ______________________________________
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Culture – get extraordinary results from people
Define your Culture Lead the Culture yourself
Reinforce every day Not soft – people get recognized, rewarded, promoted or let go
Invest in your Culture
Extraordinary Culture Customers Want It – competitive advantage Hire for culture first Performance Reviews/ Bonuses – accountability and recognition Language – sense of belonging Rituals – Consistent Behaviors Leadership Perspective – consistent leadership