Creating A Great Organizational Culture: From concept to action

Creating a Great Organizational

Culture: From Concept to Action

October 27, 2015

You must be the change you wish to

see in the world.

Here's to the crazy ones, the misfits, the rebels, the troublemakers, the round pegs in the square holes... the ones who see things differently -- they're not fond of rules... You can quote them, disagree with them, glorify or vilify them, but the only thing you can't do is ignore them because they change things... they push the human race forward, and while some may see them as the crazy ones, we see genius, because the ones who are crazy enough to think that they can change the [City], are the ones who do.

Lone Nut

Be the Passionate Irritant

or at least the First Follower!

YOUR TURN37607kelceystewar460

ERIC SIU - ENTREPRENEUR

ERIC SIU - ENTREPRENEUR

HYGIENE V. MOTIVATORS

Carl

• Vision• Values• Practices• People• Narrative• Place

Organizational Culture

1. Vision: A great culture starts with a vision or mission statement. These simple turns of phrase guide a company’s values and provide it with purpose. That purpose, in turn, orients every decision employees make. When they are deeply authentic and prominently displayed, good vision statements can even help orient customers, suppliers, and other stakeholders.

“To fill the earth with the light and warmth of hospitality.”

“To fill the earth with the light and warmth of hospitality.”

"The mission of The XXXXXX is to be one of the world's leading producers and providers of entertainment and information. Using our portfolio of brands to differentiate our content, services and consumer products, we seek to develop the most creative, innovative and profitable entertainment experiences and related products in the world."

“The XXXXX vision is to become the world leader in sustainable transport solutions by: creating value for customers in selected segments pioneering products and services for the transport and infrastructure industries driving quality, safety and environmental care working with energy, passion and respect for the individual.”

“Our mission is simple: we want to run really great stores and provide great customer service.”

“Our mission is simple: we want to run really great stores and provide great customer service.”

“Our vision is to be earth's most customer centric company; to build a place where people can come to find and discover anything they might want to buy online.”

“Organize the world's information and make it

universally accessible and useful.”

“We’re on a mission to bring energy everywhere.”

http://www.biolitestove.com/pages/mission

• What is your vision statement?

• Is it purposeful?

• Is it authentic?

• Is it prominently displayed?

• Does it help orient customers or other stakeholders to what you are about and what you want to achieve?

HOW IS YOUR VISION STATEMENT?

• Vision• Values• Practices• People• Narrative• Place

Organizational Culture

2. Values: A company’s values are the core of its culture. While a vision articulates a company’s purpose, values offer a set of guidelines on the behaviors and mindsets needed to achieve that vision.

• Respect, Integrity, Boldness, Commitment, Collaboration, and Responsibility• Enron’s Values – Respect, Integrity, Communication, and Excellence

City of Boise Values

One City, One Team – for the Greatest Good

We are a single team, aligned around a singular vision: making Boise the Most

Livable City in the Country. We employ and reward bright, motivated and passionate

team players who connect directly to this vision. When there are competing points of

view, we collaborate to deliver the greatest good for our citizens.

Citizen Experience with ‘WOW’

Boise deserves a responsive city government. Our people are

empowered to offer creative solutions and experiences that go above and beyond to make citizens

literally say ‘Wow.’

There's Nothing We Can't Do

BetterWe reject the bureaucratic response:

That’s the way we’ve always done it. We will question our own processes in an

atmosphere of trust and risk-taking to deliver measurably better results. From the bottom up, we remove barriers to happiness, prosperity and livability for all

our citizens.

Values ReviewTONE - Do they sound genuine to your org?CONTENT - Do they reflect either who you think you are as an org and/or who you would like to become?CONTENT - Is there a gap that the current values do not cover?ACTION - Do you think you can make decisions against these values?

• Vision• Values• Practices• People• Narrative• Place

Organizational Culture

PRACTICES AND PEOPLE

“Enshrined” “Follow Through”

“Reinforced” “Baked In”

EMPLOYEE ENGAGEMENT

PAY AND BENEFITS

Paid appropriately for the job they perform.

Support employee livability.

DEVELOPMENT AND RECOGNITION

The City fosters employee growth.

We value our people.

RUN THE BUSINESS

Our infrastructure supports our services.

ACCOUNTABILITY, PLACE AND FRINGE

We are accountable.

The environment embodies our mission and

values.

COMMUNICATION AND PARTICIPATION

Increase awareness and understanding.

Have a voice and get

involved.

HEAT MAP1

2

34

8

WORKING WELL

OPPORTUNITY

1 Development

2 Recognition

3 Run the Biz

4 Accountability

5 Place

6 Fringe

7 Communication

8 Participation

• Be the passionate irritant the drives change• Have authentic vision and values that are used as the filters to make decisions in your organization• Create a motivational environment by focusing on the hygiene and motivating factors

“Impossible is just a big word thrown around by small men who find it easier to live in the world they've been given than to explore the power they have to change it. Impossible is not a fact. It's an opinion. Impossible is not a declaration. It's a dare. Impossible is potential. Impossible is temporary. Impossible is nothing.”