PERFORMANCE CRUSHED BY CULTURAL DYSFUNCTION

TINA M BRESLIN, BETH WILLIAMS

PRIMEAST NORTH AMERICA

MAY 2019

The Global Talent Leaders Road Map to

developing a Positive Culture

Password for materials is: GCSLEAD19

Define Culture

Agenda

Case Study

Barrett Values and the Business Needs Scorecard

The Pathway of Transformation

Measuring Cultural Dysfunction

Primeast Information

Taking Action

Define Culture

“All your leadership development, succession planning,

performance management and employee engagement

strategies should be designed to support and enhance your

desired culture”

Forbes on Culture

Culture

• Shared assumptions, values and beliefs that govern how people behave in organizations

• How they react to internal and external stimuli

• Provides group members a sense of identity

• How things are “done here”

Culture - Choosing 3 Core Values

• What is your Current Culture?

• What is your Desired Culture?

Refer to the handout values page

Values – choose 3 from Handout

Accountability Control Excellence Innovation

Commitment Family Compassion Responsibility

Empowerment Ethics Humor/Fun Fairness

Need to be liked Loyalty Respect Hierarchy

Balance Work/Life Profit Open Communication Power

Future Generations Competence Strategic Alliances Customer Collaboration

Financial Stability Bureaucracy Adaptability Quality

Long hours Team work Internal Competition Complexity

Enthusiasm Honesty Confusion Goals Orientation

Three Principles to Transform a Culture

• Principle 1: Cultural Capital is the new frontier of competitive advantage

- Who you are and what your stand for are just as important as the products/services you sell

• Principe 2: Cultural Transformation begins with Personal Transformation

- Organizations don’t transform; People do

• Principe 3: Measurements matters

- If you can measure it, you can manage it

Measuring Cultural Dysfunction

Introducing a Case Study: A global Non-Profit

Background

• 75 year history in 18 countries

• Changing the goals from curing disease to providing better quality of life for those who have the disease and their families

• 60% of staff are volunteers - touched by the disease

• Process driven by HR

• Disengaged employees due to the changes

• Deteriorating financial situation; loss of donors

• Forms based performance management system

Needs identified

• Lower attrition

• Higher donor centricity (retain donors/supporters)

• Employee engagement will impact productivity

• Process needs to be driven by the business needs

• Performance system to be integrated with other talent processes

• A High Performing Culture -the differentiator

Overview of the challenge and background information:

Measuring Cultural Dysfunction

• Organizational Metrics- Negative customer service statistics

- Quality standards

- Safety incidents

• Disengaged Workforce- Increase in turnover rates

- Difficulty in recruiting high-quality talent

- Lack of accountability

• Sub-Optimal Leadership- Lack skills to model and coach

- Don’t know how to unleash potential

• Competitive Performance• Loss of market share

• Shaken brand identity

• Identified and Missed Opportunities

• Ones that improve processes, new product ideas, or move to digital is not supported or encouraged

• Change is negatively affecting your organization

• Lack of technological improvements

• Past, not future focused

The Pathway of Transformation

Pathway of Cultural

Transformation

Measure what matters!

Identify the Issues/Strengths

Define High Performance

Current Culture Values

Desired Culture Values

Flex Purpose

Manage Expectations

Communicate

Using Barrett Values

Cultural Transformation

Tools (CTT)

Barrett Values

and the Business

Needs Scorecard

Maslow's Hierarchy of Needs link to Barrett's Cultural Transformation using a Values Assessment (CTT)

C o n s c i o u s n e s s

1. Expansion of self-actualization

into multiple levels

2. Substitute‘states of consciousness’for hierarchy of needs

3. Each state of consciousness

is defined by specific values

and behaviors

Service

Making a Difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

Barrett maps the Individual Values to Current Culture and to Desired Culture

The Business Needs Scorecard (BNS)

Example CVA: Overall Group (105)

Case Study

Case Study Exercise

You have a blank Business Needs

Scorecard and category descriptors.

Use the values handout from earlier to

identify the …

• current cultural values that could be

contributing to the deteriorating

financial situation.

• desired cultural values that could

improve the financial situation.

Record your chosen values against the

most appropriate category. This will be

subjective!

Taking Action

Start with the Leadership Team …

Ask this question …

If we had the kind of culture and values we aspire to, in pursuit of the strategy we have chosen, what new behaviors would we see?

1

2

34

5

6 Values Assessment

Share results and start dialogue

Prioritize

key focus

values Explore key values and

behaviors

Create Culture Development Plan

Live the values and grow the desired culture

From Current Values Assessment (CVA) to Action

About Primeast

• Over 30 years working with some of the world’s most notable companies

• We partner with organizations investing in people to enhance performance, growth and success

• We help transform an organization’s capability to meet its future challenges

• We focus on achieving sustainable results through the outcomes of embedding effective behaviors and working practices

• We work in partnership to identify the measurements of success to deliver impactful ROI

Engaging People, Energizing Performance

Opportunity to Connect• Local search on LinkedIn

• Click the people icon at the bottom of the app

• Click ‘Find nearby’ to search for other people nearby that have the app open

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PRIMEAST—IGNITING TALENT TO HIGH PERFORMANCE

Tina Breslin

Vice President of Client Performance

Primeast North America

832-331-7711

Beth Williams, CEO

Primeast North America

973-632-9527

Thank you!