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Culture Brand Connection 2015

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Culture Brand Connection 2015

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Helping identify who is on the bus, who is off the bus, and how to implement a progressive and healthy healthcare culture.

* 87% of companies find Company Culture as priority
* Netflix Manifesto Discusses Behaviors (as Values)
* GoreTek "we don't manage people, we expect people to
manage themselves"
* Good to Great companies hire from within
* Changing Culture takes relentlessness, consistency,
transparency, and tone at the top leadership
* Company Culture does not exist without embrace of
accountability

Helping identify who is on the bus, who is off the bus, and how to implement a progressive and healthy healthcare culture.

* 87% of companies find Company Culture as priority
* Netflix Manifesto Discusses Behaviors (as Values)
* GoreTek "we don't manage people, we expect people to
manage themselves"
* Good to Great companies hire from within
* Changing Culture takes relentlessness, consistency,
transparency, and tone at the top leadership
* Company Culture does not exist without embrace of
accountability

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Culture Brand Connection 2015

  1. 1. Robert Babb, PT, MBA LANSDALE QUAKERTOWN MONTGOMERYVILLE TROOPER GLENSIDE www.ptwinstitute.com
  2. 2. Name of Talk
  3. 3. Harsh Reality Shift Happens Eat Shift Culture = Brand
  4. 4. • The Culture of your organization is a reflection of you 1 • You learn to manage culture, or it will manage you2 • Your organization’s future may depend on the culture3 Foundation
  5. 5. Goals of Today • What is the Brand Culture Connection • Culture affects your workspace1 • What others are saying about culture • Culture bus; on or off2 • Why invest3 • Culture in action4
  6. 6. Who’s talking? The Unique Cultures of 10 Hugely Successful Companies entrepreneur, August 2015 Culture: Why It's The Hottest Topic In Business Today, March 2015 Recruting for Cultural Fit , And why it’s important. July 17, 2015 Harvard Business Review The naked organization dupress.com/articles/employee-engagement-culture-human-capital-trends-2015
  7. 7. Who Am I?
  8. 8. About PTW LANSDALE QUAKERTOWN MONTGOMERYVILLE TROOPER GLENSIDE www.ptwinstitute.com
  9. 9. • Create: People, Positions, Processes • Lead: through risk and uncertainty, reduce skepticism • Purpose : Constant/consistent (people, good will, profit) • Growth: goal oriented – Start with an end in mind MBA 101 What we are told to do for success
  10. 10. What if?
  11. 11. Why care? • Bottom line • Its trivial • Measurability
  12. 12. Why care? • Good to Great, Jim Collins
  13. 13. Why care? • Last year (2014) Merriam Webster’s dictionary stated that ”culture” was the most popular word of the year. • “it has become one of the most important words in corporate board rooms, and for good reason” • Gallup’s latest research (2015) – only 31% of employees are engaged at work – 51% are disengaged – The average employee gives their company a C+ (3.1 out of 5) when asked whether they would recommend their company to a friend • (Deloitte research with Glassdoor).
  14. 14. Definition of culture • Culture is the unique collection of beliefs and practices that communicates a company’s values, whether or not they’ve been formalized or articulated. • A well-designed culture unites stakeholders in a shared understanding of "the right thing to do." • http://www.fastcompany.com/3020929/leadership-now/80-of-companies-dont- care-about-company-culture-do-you
  15. 15. Missing the Boat
  16. 16. Challenges of a good culture • Even if they are on the boat…. • Most leaders greatly underestimate how many repetitions it takes for a message to sink in. – Message of change, policy, needs reinforcement over and over and over again
  17. 17. • A great culture doesn’t evolve naturally. Challenges of a good culture
  18. 18. • Poor recite of mission, values, principles • Lack of Persistence • Lack of flexibility • Poor relationships • Poor retention Challenges of a good culture
  19. 19. Challenges of a good culture: Ownership/Accountability
  20. 20. Change in Culture • Foundation of a culturized organization? – accountability
  21. 21. Change in Culture • Five Steps to Managing Cultural Change, Wharton Press • http://executiveeducation.wharton.upenn.edu/thoug ht-leadership/wharton-at-work/2014/09/managing- culture-change • Don’t leave culture change to chance — create and manage – http://executiveeducation.wharton.upenn.edu/thought-leadership/wharton-at- work/2014/09/managing-culture-change#sthash.uu5VroTO.dpuf • Culture is 24/7
  22. 22. Culture Happens w/ Investment Buy In/Invest • Involved • Agree Comply/Concede • Disagree • Involved Exempt/Excuse • Agree • Uninvolved Resist/Resent • Disagree • Uninvolved New PT Syndrome Low ownership, some readiness to change Ownership, change agent Ownership, Invested in change
  23. 23. Identify the seats Accountability in action See It Own It Solve it Do it Nothing in your culture will change unless the people in the organization changes the way they think. Meaningful change occurs on the value fulcrum only.
  24. 24. Identify your Seats Are we leading the right people? High Performers Low value drivers High Performers High Value drivers Low Performers Low value drivers Low Performers High Value Drivers Performance Cultural Values
  25. 25. Culture Engine “Nothing gets people to change faster than getting them to change about the way they think” The Art of Reframing; Reviewed by Kelly Sanders in Impact • “Great leaders can look at the same things through multiple perspectives” • “Have a clear vision of what is needed to achieve success” • “Leaders need to understand 4 key areas of the leadership terrain” Structural Human resources Politics Symbolic
  26. 26. Servant leadership (is the foundation of leading others in your culture) • Clarify and Reinforce – Educate others w/ words and actions • Listen intently and observe closely – Understand the world others live in • Act as selfless mentors – Boost others • Demonstrate persistence – Lovingly tenacious, invest in others to educate – Inspire others to lead • Hold others accountable
  27. 27. Good to Great • Greatness is an inherently dynamic process, not an endpoint. The moment you think of yourself as great, your slide toward mediocrity will have already begun” – If you want greatness for your organization, working the culture becomes your number one priority
  28. 28. To enthusiastically deliver quality driven physical therapy and quantifiable fitness programs and services to our valued customers while exceeding their expectations and forming meaningful relationships. Mission
  29. 29. Values built into our Mission • Enthusiastic – Purpose, Passion, Fun • Quality Drive – Empathy, Evidence Driven • Quantifiable – Measure, Celebrate Success • Value your customers; – Servant Mentality, – adaptable, flexible • Exceed expectations – Delight our customer, Raving Customers • Form Meaningful relations – Engage, Empathy, use the resources • Remain profitable – Successful outcomes
  30. 30. Our Valued Customers are: Anyone in contact or potentially in contact, any other person or entity that has a stake in what PTW has to offer, including:  Customers exploring (walk in tours and phone calls)  Current and past patients and customers  Medical professionals  Case managers, insurance companies, lawyers  Community organizations  Sports teams  And much more! PTW Mission Defined:
  31. 31. • Values – Webster's: Ideas of a traditional or conservative kind which are held to promote the sound functioning of an organization and to strengthen the fabric of society • Morals, Standards, ethics, and ideas that build the foundation of your decision making throughout the organization. – Success: you need to practice them every day, to every person, at every level. – Values are set from “Tone at the Top”, making company culture transparent in most organizations. Shift happens Align vision with Organizational values
  32. 32. How to implement • Who is on the bus • Do it 10 • Solve it 9 • Own it 8 • See it 7 • Wait and see 6 • Cover your tail 5 • Confusion 4 • Finger pointing 3 • Its not my job 2 • Ignore it 1
  33. 33. Accountability not in action Observe behaviors Poor Culture Finger Pointing Cover your tail Its not my job Ignore Wait and see Tell me what to do
  34. 34. Line of Accountability above or below See It Own It Solve it Do it Poor Culture Finger Pointing Cover your tail Its not my job Ignore Wait and see Tell me what to do
  35. 35. Implementing your culture • What type of culture do you have now • Re establish your mission • Identify Values • Guiding principles
  36. 36. Dysfunctional • Conflict, disagreement • Rudeness to each other, customers • Managing by intimidation • Tension, bullying
  37. 37. Tension environment • Tension – Cliques, isolation of teammates, customers – Jokes of sexual/political in nature – Roles and efforts are undermined – Gossip is prevalent, permitted – Poor leadership
  38. 38. Acknowledgment level • Respect is communicated often • Leaders and team members pro actively engage peers • Credit giving willingly • Still Not Good Enough! • Keep working on it
  39. 39. Civility Environment • Consistent sanity • Work relations are professional • Formal, diplomatic, maybe distant • Work environment psychologically safe and respectful • AVERAGE
  40. 40. Validation level • Workplace inspiration • Credit giving for achievements • Responsibility given for the engaged • Players act independently and cooperatively – Accountability – See it, own it, act on it
  41. 41. Goal • Invest our time in energy of communications, coaching, and celebration of desired culture – High performers, High value drivers • invest in, compensate, celebrate them – High performers, Low Value drivers • Self servers, missing commitments to culture/values, share with the competition – Low performers, low value drivers • share with the competition, lovingly set free – Low performers, high value: guide, mentor, invest, re assess, guide again, share with the competition if no willing to practice with performance
  42. 42. What is the Culture like now? • Dysfunctional • Tension • Civility • Acknowledgement • Validation
  43. 43. • How do we surround ourselves with the right people? • How do we get to work for folks that work for the common cause? • How do we communicate what the common cause it? How do we hire the Right one?
  44. 44. More reason to invest in Culture • It will manage you if you don’t manage it • You won’t have to fire folks (3 in 14 years) • References from good to great • References from Culture Engine • References from
  45. 45. How to change Culture
  46. 46. More reason to invest in Culture • High staff turnover through surprise • Low staff turnover with high fire rate • You have partial performers who put your organization into disarray • You have low staff morale • You have hesitancy to share your patients with colleagues
  47. 47. Problems You have no mission, values and identified principles for your people to decide how to behave (you have a lot of notes to write) OR You have a mission You have values You have principles or behaviors You manage by announcement • Leaders do a good job defining purpose or policies, procedures • They publish and announce details, and expect employees to automatically align to them Reference: Culture Engine (2/3 rule, have mission, don’t know it)
  48. 48. Brand-Culture What others have said • Harvard Business Review, Bill Taylor • https://hbr.org/2010/09/brand-is-culture-culture-is-br • Can’t think about your customers unless you think about your people • It is about caring more than other companies – about customer – about colleagues • Its about how the organization conducts itself in a world with endless opportunities to cut corners and compromise on values. • Its what helps you stand out among your customers, and stand out from the crowd in a hyper-competitive marketplace. • The “power couple” inside the best companies, is an iron-clad partnership between marketing leadership and HR leadership. • Your brand is your culture, your culture is your brand
  49. 49. Health Care is Changing
  50. 50. Brands losing • Your culture is identified by your value systems • The closer your values are aligned with mainstream and successfully culturized, the more value you create (Shultz)
  51. 51. Brands down and out, came back 71 87 92 2011
  52. 52. Why Culture builds your Brand • Company beliefs should be integrated into the fabric of the brand • In order for any brand to survive in competitive society, it must be unique • The employees of the organization make it unique • The brand must give the audience a reason to believe • It must offer a crystal clear benefit to the consumers • In other words, all your staff (of independent thinkers) needs to share the same values
  53. 53. More reasons to invest in Culture • Companies with strong culture – Gore (we don’t manage people) – J & J (Credo) - Progressive – Netflix (Manifesto) – Disney - Chick Fil A – Twitter – Southwest Airlines, Wegmans, REI, Citrix, Nike – Zappos – AMAZON??
  54. 54. Principles that guide our practice Minimize non essential conversation Use forms, close endeds to your advantage Guide conversations Kitchen Table Conversation Spotless Lasting Impressions Consider yourself dumb
  55. 55. Principles that guide our practice Follow the leads Fun Urgency Anticipate Have a plan
  56. 56. Summary Culture beats Scheme Implementation Constant reminder and reference Tone at the top ACCOUNTABILITY
  57. 57. THANK YOU
  58. 58. The Unique Cultures of 10 Hugely Successful Companies http://www.entrepreneur.com/article/249293 Culture: Why It's The Hottest Topic In Business Today, Forbes, March 2015 http://www.forbes.com/sites/joshbersin/2015/03/13/culture-why-its-the-hottest-topic-in- business-today/ Netflix Manifesto http://www.slideshare.net/reed2001/culture-1798664 Recruiting for cultural fit, Harvard Business Review, July 2015 https://hbr.org/2015/07/recruiting-for-cultural-fit Culture and Engagement, The Naked Organization, Deloitte Press, 2015 http://dupress.com/articles/employee-engagement-culture-human-capital-trends-2015/ Good to Great, Collins
  59. 59. Five Steps to Managing Cultural Change, Wharton Press http://executiveeducation.wharton.upenn.edu/thought-leadership/wharton-at- work/2014/09/managing-culture-change Change the Culture, Conners Smith http://www.amazon.com/Change-Culture-Game-Breakthrough- Organization/dp/1591845394/ref=pd_sim_14_2?ie=UTF8&refRID=0FAMKE0RTSZ4Y3S8CT GY&dpSrc=sims&preST=_AC_UL320_SR208%2C320_ Journey to the Emerald City, Conners http://www.amazon.com/Journey-Emerald-City-Roger- Connors/dp/073520358X/ref=sr_1_1?s=books&ie=UTF8&qid=1442067155&sr=1- 1&keywords=journey+to+the+emerald+city The Culture Engine A Framework for Driving Results, Inspiring Employees, and Transforming your Workspace Edmunds http://www.amazon.com/Culture-Engine-Framework-Inspiring- Transforming/dp/1118947320/ref=sr_1_1?s=books&ie=UTF8&qid=1442068399&sr=1- 1&keywords=the+culture+engine
  60. 60. The End Thanks for listening

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