Is Your Culture Eating

Your Strategy for

Breakfast?

Monday, March 26, 2012

10:45 – 12:00

Hub Tag: #ideas12LS5

Jodie Slaughter, FASAE

President and Founding Partner

McKinley Advisors

Why are you here?

• What drew you to this session?

• What do you hope to learn?

• How can we (all of us) help you?

• Tell us about you!

What will we cover today?

• Define organizational culture

• Define the cultural attributes that are ideal for

associations

• Take a self-assessment quiz on the culture of your

association

• Review the widely-accepted varieties of culture and

see where yours fits

• Gain insights on culture change

Why does culture matter?

“A company's culture is often at the root of difficult people-related problems such as motivation, morale, absenteeism, communications, teamwork, retention, injuries, and insurance claims.”

Barry Phegan, Developing Your Company Culture, the Joy of Leadership

For associations, it matters even more!

Members are the Great Differentiators

YOUR TURN: Culture – What does it

mean to you?

Culture – a definition from the dictionary

“The behaviors and beliefs characteristic of a particular social, ethnic, or age group: the youth culture; the drug culture.”

Culture – my definition

“What’s normal. The combination of specified and implicit accepted and expected behaviors of your environment.”

YOUR TURN: Think about culture outside the workplace

• Your health club

• Your circle of friends

• Your favorite hang outs and restaurants

• Where else?

What do these say about culture?

What does this say about culture?

Outward manifestations vary…

Washington State Concrete and Aggregates Assn

Florida Hospital Assn

American Medical Assn

Where does it originate?

• Who sets culture?

• Who supports it?

• Who drives it?

• Do members have a role? Staff? Leaders?

YOUR TURN: Designing the ideal

association culture

• The feel of the organization, “This place feels like…”

• The leadership style

• The management style

• “The glue” that holds the place together

• Strategic emphasis

• Success measures (what management monitors)

Is there one ideal association culture?

What’s the culture of your organization?

• Take the self-assessment

– Each section adds to 100

• Plot your results according to the instructions

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Instructions: Find your average values for each letter (A,B, C, D, and E). To find these averages, add up all of the values in each letter row and divide by 6. Plot “A” value on the “A” axis Plot “B” value on the “B” axis Plot “C” value on the “C” axis Plot “D” value on the “D” axis 2. Connect points on A, B, C, and D axes. 3. Plot “E” value on all four axes. 4. Connect four “E” points in a different color/line type if you have one.

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“Hierarchy”

“Adhocracy”

“Market”

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B

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“Clan”

E = Toxicity

The Five Categories

• Clan-Collaborate

• Adhocracy-Create

• Hierarchy-Control

• Market-Compete

• Toxic Bruce M. Tharp

“Organizational Culture”

CLAN – a sociable working environment ADHOCRACY – energetic and creative

Leaders: facilitator, mentor, team builder Leaders: Innovator, entrepreneur, visionary

Values: commitment, communication, development

Values: Innovations, change, agility

Success: addressing the needs of the clients and caring for the people

Success: new product roll-outs, market innovations

HIERARCHY – formalized and structured MARKET – results based, competitive

Leaders: efficiency-based coordination

Leaders: hard drivers, producers, competitors

Values: efficiency, timeliness, consistency, uniformity

Values: marketshare, achievement, profitability

Success: low costs, smooth planning, trustful delivery

Success: market penetration, leadership

What about Toxic?

YOUR TURN: Your Discoveries

• What was your culture according to the assessment?

• Are you surprised with what you saw? Happy?

• Do you want to make changes?

Culture – How do you change it?

“Specified and Implicit Behaviors”

• What do you say? • What do you do? • What do you demand? • What are you willing to endure?

Culture – How do you change it?

Culture is largely informed by

WHAT YOU OR YOUR ORGANIZATION

PAYS ATTENTION TO

Culture – How do you change it?

RIGHT NOW: What kinds of values are currently shown in the culture of your organization? FUTURE: What kinds of values need to be shown in the future in order to be most effective? REWARDS: What behaviors are being rewarded right now? (Can you make changes here?) MEMBER EXPECTATIONS: What kinds of values do you expect your members would value your organization as showing toward them?

Culture – How do you change it?

Change begins with conversations and agreements

Actions DO speak louder than words

Influencers need not be those officially in charge

Questions?

Learn Anything New?

Will you do anything

when you get back?

Thank You for Coming!

Jodie Slaughter, FASAE

President and Founding Partner

McKinley Advisors

202.333.6250 ext 301

jslaughter@mckinley-advisors.com

www.mckinley-advisors.com

A Parting Thought

“It is important to remember that values do not drive the business; they drive the people within the it. Values must be internalized by the people in the organization to have meaning.”

Ryan Reiches

A Parting Picture: A Manifestation of Culture in Our Firm

SCORE

CULTURAL ASSESSMENT TOOLI Dominant Characteristics

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Subtotal

Enter values in cells above until each subtotal is 100

II Organizational Leadership

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Subtotal

Enter values in cells above until each subtotal is 100

III Management of Employees

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Subtotal

Enter values in cells above until each subtotal is 100

The management style in the organization is characterized by individual risk-taking, innovation, freedom, and uniqueness.The management style in the organization is characterized by hard-driving competitiveness, high demands, and achievement.The management style in the organization is characterized by security of employment, conformity, predictability, and stability in relationships.

There is no management style, some managers are nice, others are tough.

The management style in the organization is characterized by teamwork, consensus and participation.

The organization is a very personal place. It is a lot like an extended family. People seem to share a lot of themselves.The organization is a very dynamic and entrepreneurial place. People are willing to stick their necks out and take risks.The organization is a very results oriented place. A major concern is with getting the job done. People are very competitive and achievement oriented. The organization is a very controlled and structured place. Formal procedures generally govern what people do. The organization is a very hostile place where departments vie for resources and compete against each other.

The leadership in the organization is generally considered to exemplify mentoring, facilitating, or nurturing. The leadership in the organization is generally considered to exemplify entrepreneurship, innovating, and risk.The leadership in the organization is generally considered to exemplify a no-nonsense, aggressive, results-oriented focus.The leadership in the organization is generally considered to exemplify coordinating, organizing, or smooth-running efficiency.The leadership pits peers against each other and threatens job security of employees.

IV Organizational Glue

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Enter values in cells above until each subtotal is 100

V Strategic Emphases

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Enter values in cells above until each subtotal is 100

VI Criteria for Success

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Enter values in cells above until each subtotal is 100

This OCAI tool by Quinn and Cameron has been modified for associations by McKinley Advisors

No one is realy sure what matters beyond making the CEO look good to the Board.

The organization emphasizes permanence and stability. Efficiency, control, and smooth operations are important. There is very little strategy. We constantly put out fires and rush to meet deadlines.

The organization defines success on the basis of the development of human resources, teamwork, employee commitment, and concern for people.The organization defines success on the basis of having the most unique or newest products. It is a product leader and innovator.The organization defines success on the basis of winning in the marketplace and outpacing the competition. Competitive market leadership is key. The organization defines success on the basis of efficiency. Dependable delivery, smooth scheduling, and low-cost production are critical.

The organization emphasizes competitive actions and achievement. Hitting stretch targets and winning in the marketplace are dominant.

The glue that holds the organization together is loyalty and mutual trust. Commitment to this organization runs high. The glue that holds the organization together is commitment to innovation and development. There is an emphasis on being on the cutting edge. The glue that holds the organization together is emphasis on achievement and goal accomplishment. Aggressiveness and winning are common themes. The glue that holds the organization together is formal rules and policies. Maintaining a smooth running organization is important. The glue of this organization is sucking up to the volunteer leaders and creating your own power bases with them.

The organization emphasizes human development. High trust, openness, and participation persist.The organization emphasizes acquiring new resources and creating new challenges. Trying new things and prospecting for opportunities are valued.

 

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Instructions: 1. Find your average values for each 

letter (A,B, C, D, and E).  To find these averages, add up all of the values in each letter row and divide by 6. 

Plot “A” value on the “A” axis  Plot “B” value on the “B” axis  Plot “C” value on the “C” axis  Plot “D” value on the “D” axis 2. Connect points on A, B, C, and D axes. 3. Plot “E” value on all four axes. 4. Connect four “E” points in a different color/line type. 

A 

B 

C 

D