Creating a Vibrant Organizational Culture

1. Creating a Vibrant Organizational Culture • October 12, 2012

2. What Words Describe Your Library’s Culture? 2

3. ･ contempt ･ individualism ･ suspicion ･ conflict ･ affirmation ･ encouragement ･ efficiency ･ dedication ･ hard work ･ perseverance ･ excellence ･ tension ･ serenity ･ accountability ･ energy ･ youth ･ excitement ･ enthusiasm ･ boredom ･ stagnation ･ empathy ･ achievement ･ bureaucracy ･ stagnation ･ arbitrariness ･ secrecy ･ open communication ･ candor ･ stifled communication ･ straight talk ･ honesty ･ empowerment ･ moderation ･ balance ･ success ･ complacency ･ proactivity ･ resourcefulness ･ accuracy ･ speed ･ creativity ･ extravagance A culture of ... ･ negativity ･ mediocrity ･ trust ･ mistrust ･ apathy ･ integrity ･ mutual support ･ teamwork ･ service to others ･ commitment ･ innovation ･ risk aversion ･ complacency ･ insolence ･ ambition ･ levity ･ respect ･ silos ･ criticism ･ insecurity ･ fear ･ freedom ･ earnestness ･ fun ･ opportunity ･ survival ･ competition

4. How important is a healthy organizational culture? “If you get the culture right, most of the other stuff — like great customer service, or building a great long-term brand, or passionate employees and customers — will happen naturally on its own.” Tony Hsieh, CEO

5. “Culture eats strategy for breakfast.” “Amateurs talk strategy; the professionals focus on tactics; and superstars concentrate on culture. “Superstars focus on culture because a company’s culture will determine if the company will successfully execute its strategy and tactics.” Jerry Rawls, Chairman of the Board

6. How vibrant is your library’s culture?

7. Signs You May Need a Culture Shift • Difficulty • Direction • Deployment • Development

8. “The world is changing so dramatically today that hardly any organization is set up for the future. And so if we can’t change our cultures, then essentially we’re accepting that the organizations we have today will disappear and other ones will emerge to replace it.” • “My message for business leaders is always, if you want to be more innovative, if you want to be more competitive, if you want to grow, you can’t just think about what your next product’s going to be or what your technology’s going to be. “You have to think about the culture that you’re going to build that allows you to do this over and over and over again. …. Tim Brown, CEO & President

9. JPL’s Experience 9

10. destination:LEADERSHIP • Model the Way  • Inspire a Shared Vision • Challenge the Process • Enable Others to Act • Encourage the Heart

11. Stating the Obvious “You cannot merely announce what you want people to do differently and then sit back and expect them to do it.”

12. What it takes to shift the culture • “The most difficult organizational attribute to change.” -- Edgar Schein • “extremely difficult but cultures can be changed.” -- Martins & Martins

13. miracle diet 13

14. all in - jaguars 14

15. all in - poker

16. How Do We Get From Here to There? • Experiences create Beliefs • Beliefs create Actions • Actions create Results If you’re not happy with the results, change the experiences! 16

17. Can’t Skip [Experiences > Beliefs] Stage Too often leaders try to change the way people act without changing their beliefs about “how we do things around here.” As a result, they get: • compliance, but not commitment • involvement, but not investment • progress, but not lasting performance 18

18. Example: Experiences drive beliefs. Cultural Belief at “Everyone is a hands on contributor and feels comfortable sharing ideas and opinions.”

19. Say “Yes” a lot. Yes Yes yes yes YES yes YES Yes yes yes Yes yes yes YES yes YES yeS Yes yes yes YES yes YES yeS Yes yes yes YES yes YES Yes Yes yes yes YES yes YES Yes yes yes Yes yes yes YES yes YES yeS Yes yes yes YES yes YES yeS Yes yes yes YES yes YES 21

20. Formulate a clear vision of the culture to be inculcated. Display top management commitment. Model the culture at the highest level. Modify the organization. Select and socialize newcomers and terminate deviants. Evaluate.* * not exactly Cummings & Worley’s Six Guidelines for Cultural ChangeCummings & Worley, Organization Development and Change (2004)

21. 1. Envision the Change chanpipat / FreeDigitalPhotos.net 23

22. 1. Envision the Change • Start from a model. • Leadership Challenge • 10 Steps to a Learning Organization • Five Dysfunctions of a Team • Create your own. • Pick a company you admire to model. 24

23. JPL’s Program destination:LEADERSHIP • Based on The Leadership Challenge, by James Kouzes and Barry Posner • Model the Way  • Inspire a Shared Vision • Challenge the Process • Enable Others to Act • Encourage the Heart 25

24. Determine for yourself the traits you need to create a vibrant organizational culture. • Collaborate • Authentic Respectful Communication • Shared Purpose • Active Listening • Flexibility/Comfort with Ambiguity • Focus on Positive Solutions • Let Go of Outcomes/Reframe Failure as Opportunity • Confidence 26

25. Use a company you admire as a model. apple 27

26. pike place market 28

27. publix

28. Six Guidelines for Cultural ChangeCummings & Worley, Organization Development and Change (2004) Formulate a clear vision of the culture to be inculcated. Display top management commitment. Model the culture at the highest level. Modify the organization. Select and socialize newcomers and terminate deviants. Evaluate.

29. Your leaders must lead. “Developing the leadership competency to accelerate the change effectively and then sustain the culture over time is the never-ending role of leadership. You can exclude no one. Culture building will and must involve every single leader in your organization.”

30. Six Guidelines for Cultural ChangeCummings & Worley, Organization Development and Change (2004) Formulate a clear vision of the culture to be inculcated. Display top management commitment. Model the culture at the highest level. Modify the organization. Select and socialize newcomers and terminate deviants. Evaluate.

31. MEETINGS FEEDBACK MECHANISMS policies & procedures compensation benefits rewards performance evaluations job descriptions hiring criteria Modify the Organization =Integration “If you delay your efforts here, you could actually end up undermining the transition process.” -- Connors & Smith • promotions • physical spaces

32. google culture 34

33. What can we learn about NEFLIN culture? • brad@neflin.org • patty@neflin.org • jeannie@neflin.org

34. Recognition 36

35. Six Guidelines for Cultural ChangeCummings & Worley, Organization Development and Change (2004) Formulate a clear vision of the culture to be inculcated. Display top management commitment. Model the culture at the highest level. Modify the organization. Select and socialize newcomers and terminate deviants. Evaluate.

36. get rid of these reward these add more of these

37. TRAIN 39

38. Six Guidelines for Cultural ChangeCummings & Worley, Organization Development and Change (2004) Formulate a clear vision of the culture to be inculcated. Display top management commitment. Model the culture at the highest level. Modify the organization. Select and socialize newcomers and terminate deviants. Evaluate.

39. JPL is a place where people … Follow through on commitments. Support decisions others make. Feel free to experiment and take risks. Celebrate accomplishments. Before you begin, establish a baseline. Evaluate to find out if you’re doing any good!

40. Keys to Success • Long-term “all in” commitment • Change the experiences • Leaders who model the way • Integration • Quality training • Evaluation of progress/ continuous improvement • Practice fundamentals of successful change 42

41. why change efforts fail

42. We can move from this: • to this: Please share your progress: Richard Mott rmott@coj.net Jacksonville Public Library 44