“Organizational culture is the way people think and act. Every organization has a culture, which either works for you or against you.”

The Basic Premise from Connors and Smith:

1. Every organization has a culture.

2. Either you manage your culture, or it will

manage you.

3. Leaders must create the needed culture.

So:How do you change culture in a way that will get the results you want in your district or school?

How do you do it quickly enough to enhance the bottom line—to get the results you want, to reach your organization goals?

“Developing the leadership competency to accelerate the change effectively and then sustain the culture over time is the never-ending role of leadership.”

Roger Connors and Tom Smith

Change the Culture, Change the Game

The culture produces the results. If you need a change in results,

you need a change in culture.

Table Talk: If everyone in your district continues to think and act in the same manner as they do today, can you expect to achieve the results you need to achieve?

The current culture (C1) is not a bad culture.

It’s simply a culture (R1)that won’t produce new results (R2).

To achieve R2, you must create a new culture (C2).

C1 C2

R2R1

The most effective culture is a culture of accountability.

AccountabilityA personal commitment to achieving the organization’s results.

See It. Own It. Solve It. Do It.People who are habitually Above the Line accept they are

part of the solution.

Non-AccountabilityA focus on what we cannot do rather than on what we can do.

Blame game. Victim cycle.People who are habitually Below the Line do not get results.

Accountability:Starring in the solution

Accountability:Getting caught failing

What is the status of accountability in the current culture (C1)?

Results

Actions

Beliefs

Experiences

1. Define R2

2. Identify A2

3. Identify B2

4. Provide E2

Results Pyramid

Results

Actions

Experiences

BeliefsA common mistake: Working with only the top of the pyramid by attempting to change what people do without changing the way they think. • You get compliance, but not commitment;• Involvement, but not investment; • Progress, but not lasting performance.

Let’s jigsaw the Results Pyramid:

In your group of four, make each person responsible for reading one part of the Results Pyramid and for identifying the “highlights” of that section.

Report to the rest of the group.

Consider how the Results Pyramid might influence your planning for the implementation of TPEP in your district.

Results

Confusion about results is all too common in organizations. Confusion licenses people to maintain the status quo. Confusion kills the momentum of any change effort.

Culture changes one person at a time, and the process begins with getting each and every person in the culture aligned with R2. Nothing creates accountability and alignment more surely than a clear statement of the results you want to achieve.

1. Define R2.2. Introduce R2 throughout the organization.3. Create accountability to achieve R2.

Worksheet 1:

Identifying Your

Results Shift

Worksheet 2:

Evaluating Your Results

Actions

Ernest Hemingway wrote, “Never mistake motion for action.” Clearly, you need to do more than just get people acting differently; you need to get them doing the right thing at the right time in a way that produces R2 results.

Accelerating a shift in the way people act requires a clear understanding of what you to need to stop doing, what you need to start doing, and what you need to continue doing.

Classic mistakes:• Prescribing A2

• Not supporting early A2 adopters• Focusing only on the Actions Level of the Pyramid

Nothing, absolutely nothing, gets people to change the way they act faster than getting them to change the way they think.

Worksheet 3:

Stop/Start/

Continue Analysis

Beliefs

The beliefs people hold significantly influence what they do on a daily basis. Leaders must identify, honestly and completely, two kinds of beliefs: B1 beliefs that are hindering achievement of R2 results and B2 beliefs that help the organization move forward.

The question is not: “Are current (B1) beliefs right or wrong?” The question is: “Are they effective?” Will the existing beliefs produce the A2 actions needed to achieve the result?

You cannot bring about a change in beliefs simply by asking people to do something, although that represents a good start. To foster adoption of B2 beliefs, leaders must create experiences that will convince people to think differently.

Worksheet 4:

Identifying Your Beliefs Shift

Experiences

Experiences create beliefs that drive actions that, in turn, produce results.

Changing beliefs requires overcoming selective interpretation and belief bias. This means well planned experiences will often require “interpretation”.

To provide experiences that will help create B2 beliefs, leaders should:

• Plan It• Provide It• Ask About It• Interpret It

We must be the change we want to see happen.

Worksheet 5:

Providing Experiences That Instill Beliefs B2

Results

Actions

Beliefs

Experiences

My take-away is. . .

How might we usethe Results Pyramid to

plan and implementTPEP in our district?

We cannot direct the wind, but we can adjust the sails.

Dolly Parton