Assessing and Transforming Leadership Culture

Leadership
Culture
What You Have – What You Want – How To Get It

a presentation brought to you by:

Sherry Perkins

Sherry Perkins
• M.A. Organizational Development

• 30 Years Experience
• Technology/Management/HR
• Business Owner
Vice President
Enterprise Solutions Sales
• Chair Waco WIB Alliance
• SCORE Counselor
• UOP Management Instructor

®
imagine great people

www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.

Who We Are

• Founded 1991
• Over 45,000 clients served worldwide
• Offices in nearly 130 countries
• Founding member of the Association of
Test Publishers
• Microsoft Certified Partner


Creating Value for Clients
We support our clients through the full employee
life-cycle, helping them identify the best people for their
jobs and then developing them to their fullest potential.


Diverse Base of Marquee Clients

Financial Services Retail & Consumer Travel & Hospitality Education & Government

Technology Healthcare Energy & Utilities Business Services

Client Highlights
• 11,000 + active clients
• Client base includes 152 Fortune 2000 companies
• Represented in nearly 130 countries

Clients We’ve Served


Objectives
• Define Corporate Culture
• Identify Attributes of High
Performance Culture
• Use Instruments to Isolate and
Transform Corporate Culture


Elements of Culture

What comes to
your mind when you think

Organization Culture?
(Poll)


Elements of Culture

1. Your History/Experience
2. Your Framework
3. Your Past and Current Assumptions
4. Your Customs/Rituals
5. Your Values and Beliefs


Elements of Culture

1. Your view of the world
2. What you expect
3. Your written and unwritten rules
4. What you consider valid
5. Whom and what you respect


Elements of Culture


How Would You Describe Your Organization’s Culture

1. _______________________

2. _______________________

3. _______________________


What is the impact of culture on business results?

1. _______________________

2. _______________________

3. _______________________


What is the impact of culture on business results?

Information Flow

Culture Organizational
Learning

Decision Making
Culture
Culture
Productivity /
Sustainability

Innovation / Creativity


Culture is…

Economic
Resources
Climate
• Critical to organizational
survival (Barney, 1986;
Tichy, 1983).

• Single most important factor
standing between success and
failure. (Morgan, (1986).
Political
Technology
Climate


Culture is…

Economic
Resources
Climate
Attitudes
Behaviors / Practices
Learn
Problem Solving
Recovery from Setbacks
Manage Change
Political
Technology
Climate

Gareth Morgan. 1997. Images of Organization. Thousand Oaks, CA: Sage Publications

Executive Assessment
1. High strung; don’t manage stress
well.
2. Customer satisfaction is a major
concern from a quality standpoint.
3. Sacrifice quality for production.
4. Impatient with each other; lots of
turf battles.
5. Play hard. They are social
butterflies, but parties seem to be
riddled with rivalry and
competition.
6. Some evidence of bullying.


Manufacturing Team Analysis
Requirements Scale Leader Team Comments

Follow Design
Specifications
Inspect and
Rework Failed
Parts
Ship Completed
Parts for Quota
Negotiate
Changes to
Schedule


Jet Aircraft Engine Manufacturers
Profiles Performance Indicator Team Analysis

1
2
3
4
1
2
3
4
1
2
3
4
= leader
#’s = Members

Scales That Influence Behavior

Scale I Scale II Scale III Scale IV

DOMINANCE STEADINESS
INFLUENCE COMPLIANCE
Control, Social Influence, Patience, Precision,
Ambition, Positive Expectancy, Composure, Analytical,
Results Expressiveness Team Player Quality
Orientation Orientation


Team Analysis
1. High strung; don’t
manage stress well.
2. Customer satisfaction is
a major concern from a
quality standpoint.
3. Sacrifice quality for
production.
4. Impatient with each
other; lots of turf
battles.
5. They are social butterflies, but parties seem to be
riddled with rivalry and competition.
6. Some evidence of bullying.


Manufacturing Team Analysis
Requirements Scale Leader Team Comments

Follow Design 4 Weak Weak
Specifications
Inspect and 4 Weak Weak
Rework Failed
Parts
Ship Completed 4/1 Weak Strong
Parts for Quota
Negotiate 3/1 Strong/Weak Strong/Weak
Changes to
Schedule


Jet Aircraft Manufacturers


What Do We Need ?


Jet Aircraft Engine Manufacturers

1
2
3
4
1
2
3
4
1
2
3
4


More of an Organism

Creates and
Recreates Itself

And Its
Environment

Gareth Morgan. 1997. Images of Organization. Thousand Oaks, CA: Sage Publications

What Do We Need


Seed for Greater Success


Effective Work Environments
By Robert K. Greenleaf (1977)

INDIVIDUAL FOCUS TEAM
Atmosphere for Team Mentality
Individual Growth Open Communications
Emphasis on Balanced Mutual Trust Among
Lifestyle Stakeholders
People are valued

RESOURCES CULTURAL MINDSET
Sufficient Freedom to
Financial Make Decisions
Resources Atmosphere Encourages
Risk-Taking
Ann Todd Abel, Characteristics, Behaviors and Effective Work Environments, Dissertation,
Retrieved from http://scholar.lib.vt.edu/theses/available/etd-11272000-234822/unrestricted/Abel.pdf

Traditional Hierarchical Team

President

Product VP Sales and
VP Operations Development Service

Finance Mfg Distribution Customer
Sales
Service


Open-Systems Team Model
(Pre-requisites)
Dr. Oscar Mink, Open Organization, 1979

Effective Decision Level at
Communications Lowest Level of
Competency

Equal Reward for
Team versus Members Who
Individual Are Capable and
Achievement Committed

Clearly Understood Goals Inspire Continuous
Member Authority and Learning
Accountability


Double-Loop Learning

Argyris, C. (1978)
Retrieved from http://www.leadershipnow.com/leadingblog/2008/05/learning_requires_personal_res.html.


The Denison Model –
High Performance Culture (MICA)
• Mission • Involvement

Clearly Engagement,
Defined Group Pride
Direction of Ownership

Values,
Beliefs, Response to
Group Change
Norms
• Code of the • Adaptability
Road

Musselwhite, C. 2006. Building a High-Performance Culture Inc.
Retrieved from http://www.inc.com/resources/leadership/articles/20060901/musselwhite.html

Stages of Concern Model

Improve or
Choose Better
Collaboration or Solution
Implementation
Consequences

Management

Personal

Informational

Awareness

Scale 4 3 2 1

Compliance Stability Influence Dominance
Concerns Based Adoption Model (CBAM), Hall and Rutherford (1979)
Retrieved from http://www.techlearning.com/article/42264

Change Management Analysis

1
2
3
4
1
2
3
4
1
2
3
4
= leader
#’s = Members

Typical Challenges Relevant Attributes Team Analysis
Cannot Recover From Setbacks v
Indecisive, Slow to Implement

Poor Team Morale and Lack of
Engagement and Accountability

Power Struggles, Strife

Analysis Paralysis

Unexpressed expectations

GroupThink,
Unable to Manage Consensus

Resistant to Change

Poor Leadership

Good Process Controls


Typical Challenges Relevant Attributes Team Analysis
Cannot Recover From Setbacks Positive Expectations, Low Composure, Positive
Composure Expectations
Indecisive, Slow to Implement Results Orientation, Patience, Results Oriented, Strong Patience &
Precision Precision
Poor Team Morale and Lack of Control, Social Influence, Strong control, influential, strong
Engagement and Accountability Team Player team players

Power Struggles, Strife Results Orientation, Control High in control and results
orientation
Analysis Paralysis Quality Orientation, Precision, Low quality orientation, and
Analytical analytical; good precision
Unexpressed expectations Expressiveness, Team Player, Low expressiveness, moderate team
player
GroupThink, Unable to Manage Expressiveness, Control, Results High control, low expressive, high
Consensus Orientation results orientation
Resistant to Change Patience, Precision, Analytical, Good precision, low analytical, low
Quality Orientation, quality orientation
Poor Leadership Control, Social Influence Low leader control and moderate
influence
Good Process Controls Precision, Analytical, Quality Low quality orientation, and
analytical; good precision


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An Authorized Strategic Business Partner of Profiles International

14 , Robinson Road, #08-01A, Far East Finance,
Singapore 048545
Email: info@profiles.com.sg
Telephone: 65717031
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Website: http://www.profiles.com.sg

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Assessing and Transforming Leadership Culture

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