Copyright © aAdvantage Consulting 2014. All Intellectual Property Reserved. 1 Building High Performance Cultures – Enabling Work Life Joanna Barclay
Jul 10, 2015
Copyright © aAdvantage Consulting 2014. All Intellectual Property Reserved. 1
Building High Performance Cultures – Enabling Work
Life
Joanna Barclay
Partnering
clients in achieving
impactful implementation and
seamless transformation for
sustainable growth
From vision to results
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Single point-of-contact solution partnerSingle point-of-contact solution partner
• Strategic
• Implementation-focused
• Results-driven
• Sustainable
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Our Clients across Sectors
Private Sector Public Sector
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Our Experience in Culture Transformation
Strategic Partners for a Seamless Transformation
With 30 years in business transformationworking with cross functional teams, theirpassion lies in developing leaders,facilitating active participation fororganizational change, developingresourceful teams and aligning strategicobjectives. Their goal is to helporganizations achieve their full potential,where people take ownership, buildcommitment and bridge communicationgaps.
aAdvantage Consulting together with Culture Leadership Group partner organisationsto ensure successful transformation from concept through to implementation.
Established in 2002, the founders arebonded by the belief that consultantsneed to get more involved inimplementation work. With key solutionssuch as Research, Team Building &Development, Culture Transformation,and HR Transformation, the firm helpsorganisations and its people to achieveimpactful and sustainableimplementation.
www.aadvantage-consulting.com www.CultureLeadershipGroup.com
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Implementing a Sustainable Work Life Strategy
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Core Business Challenges
How to attract, keep and engage top talent;
How to increase creativity, innovation, productivity and client satisfaction;
How to ensure values and ethics permeate the organization.
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“Our culture is the foundation for our company. The thing that will endure for 100 years, the way it has for most 100 year companies, is the culture.
The culture is what creates the foundation for all future innovation. If you break the culture, you break the machine that creates your products.”
- Brian Chesky, CEO AirBnB
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Cultural Capital – “Share of Heart”
How do leaders behave?
Earn share of heart
Large investment in culture
‘WOW’ factor
“Doing good for all” centered visions
Alignment of all stakeholder needs
Firms of Endearment (FoE) outperformed the S&P500 by 1649% over a 15 yr period?
Loyalty, Respect, Integrity, Trust, Joy, Authenticity, Empathy, Compassion
A flood of literature on importance of Culture…what does it all mean?
Cultural Capital is the
new competitive
advantage
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Culture as a Critical Ingredient for Organisational Success
A recent survey conducted by Booz & Company of 2,200 respondents in 2013
revealed…
86% of the C Level executives; 84% of managers and staff
agreed that “organisational culture is critical to
an organisation’s success”.
45% of respondents agreed culture was not effectively
managed.
96% of respondents agreed culture change is needed in
their organisation
51% of respondents think their culture needs a major
overhaul
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A portfolio of the top twenty publicly listed best companies to work for in the USA in 2008 would have returned an average annualized return of 16.74%over the last ten years – compared to 2.83% for the S&P 500.S&P 500
Top 20- best companies to work
for in the USA
Source: Hewitt and Barrett Best Employers 2008
Fortune’s Best Companies to Work For“Employers of Choice” outperform industry average
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Best Employers Values
Employee recognition
Teamwork
Coaching/mentoring
Balance (home/work)
The following table shows the values that were present in the top ten current culture values of the best companies, that were
not present in the worst companies.
Source: Hewitt and Barrett Best Employers 2008
Relationship Between Engaged Employees and Organisation Culture – Best employers focus on employee needs
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Culture Defined
The way things are done around here
The culture of an organization or any group of individuals is a reflection of their values, beliefs and behaviours.
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”Winds”
Reason, Logic
”Currents”
Spirit,
Emotions
Plans, Vision,Strategy, Goals,
Structure, Systems
Habits,Attitudes, Traditions,Prejudices,
Patterns,Feelings,
Fear,Values,Beliefs
“Culture eats strategy for breakfast”
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When Leaders Transform the Organisation Transforms
A whole system approach calls for actions in all four dimensions at the same time
COLLECTIVEINDIVIDUAL
OBJECTIVE
SUBJECTIVE
CharacterActions and
Behaviours
of the Leaders
PersonalityValues and Beliefs
of the Leaders
CultureValues and Beliefs
of the Organization
Source: K Wilber – Integral Model “A Brief History of Everything”
Environment
StructuresActions and Behaviours
of the Organization
2 4
1 3
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Enabling Work Life to Work
• Open Communications
• Staff Engagement
• Consensus Building
• Active Listening
• Non Judgemental
• Accepting Differences
• Internal Cohesion
• Fairness
• Trust
• Teamwork
• Accountability
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“Bringing your values to work”
Values, Beliefs and Behaviours
Choose one value that is important to you.
What is your belief about how this value supports
work-life?
What behaviour(s) do you exhibit relative to this
value?
1.) Fairness Everybody wants to be treated fairly and given equal opportunity.
If someone requests the desire to work from home, there is open dialogue about the request and suitability of the position.
2.)
3.)
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Exercise Debrief
Objective: To demonstrate the connection of values to engagement, retention and high performance
1. How do you feel when you are able to live your values at work?
2. How do they impact your performance?
3. What would happen if you were not able to bring these values to work? How would you feel?
4. Would you want to continue working there?
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Building a Culture that Supports Work Life
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Whole System Transformation Evolution
A whole system approach calls for actions in all four dimensions at the same time
COLLECTIVEINDIVIDUAL
OBJECTIVE
SUBJECTIVE
Source: K Wilber – Integral Model “A Brief History of Everything”
Environment
2 4
1 3
Mission
Alignment
Structural
Alignment
Values
Alignment
Personal
Alignment
CharacterActions and
Behaviours
of the Leaders
PersonalityValues and Beliefs
of the Leaders
CultureValues and Beliefs
of the Organization
StructuresActions and Behaviours
of the Organization
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The framework for Whole-System Change can be divided into two phases:
Phase 1: Preparation
Phase 2: Implementation
The preparation phase culminates in the definition of a strategy for the
implementation of a whole system change program and the identification of
the objectives and the key performance indicators that will be used to measure
the success of the program.
Whole System Approach to Cultural Transformation
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4. Define core values
& behaviours in the
organization
3. Review alignment of
Work Life Outcomes to
Mission & Vision of
organisation
1. Commitment from leadership to the transformation process
2. Baseline measurement (CVA) of the organization & creation of
performance scorecard
How can we remain adaptable?
How can we position ourselves for the future?
How can we build our long-term resilience?
5. Develop the compellingReasons for change
Whole System Transformation – Preparation
Why?
6. Personal Alignment
Begins with the leadership team and later expands to the
larger leadership group including managers and
supervisors
7. Structural Alignment
Management development programmes
Leadership development programs
Talent selection and development programs
New employee / Executive selection
New employee / Executive orientation
Employee/executive performance evaluation
Employee/executive promotion criteria
8. Values Alignment
Integrate the core values and behaviours
of the organization into the executive and employee population.
9. Mission Alignment
Integrate the vision and mission of the
organization into the executive and
employee population.
Whole System Transformation - Implementation
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The ABC’s of High Performing Cultures
Awareness
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Where are we now? How do we know?
Measurement matters. If you can measure it,
you can manage it.
All power and effectiveness come from Knowing the how and acting appropriately.
Tao Te Ching of Leadership
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Maslow’s Needs to Barrett’s Consciousness
N e e d s C o n s c i o u s n e s s
Self-Actualization
Richard Barrett
Safety
Love & Belonging
Self-esteem
Physiological
Safety
Love & Belonging
Self-esteem
Know and
Understand
Abraham Maslow
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Positive Focus / Excessive Focus
Service
Making a Difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
Financial StabilityShareholder value, organisational growth, employee health, safety. Control, corruption, greed
Employee RecognitionLoyalty, open communication, customer satisfaction, friendship. Manipulation, blame
High PerformanceSystems, processes, quality, best practices, pride in performance. Bureaucracy, complacency
Continuous Renewal and LearningAccountability, adaptability, empowerment, teamwork, goals orientation, personal growth
Building Internal CommunityShared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency
Strategic Alliances and PartnershipsEnvironmental awareness, community involvement, employee fulfilment, coaching/mentoring
Service To Humanity and the PlanetSocial responsibility, future generations, long-term perspective, ethics, compassion, humility
The Barrett Seven Levels of Organisational Consciousness
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Measuring the existing culture
Three questions
• Which of the following values and behavioursmost represent who you are?
• Which of the following values and behavioursmost represent how your organization operates?
• Which of the following values and behavioursmost represent how you would like your organization to operate?
Placement of top ten Current Culture values
Organization ABC - 100 Employees
Top Ten Values
1. tradition (L) (59)
2. diversity (54)
3. control (L) (53)
4. goals orientation (46)
5. knowledge (43)
6. creativity (42)
7. productivity (37)
8. image (L) (36)
9. profit (36)
10. open communication (31)
Service
External cohesion
Internal cohesion
Transformation
Self-esteem
Relationship
Survival
42 5
7
9
6
8
3
110
Positive values
Potentially limiting values
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Cultural Entropy
Cultural entropy is the amount of energy in an organization that is consumed in unproductive work.
It is a measure of the friction and pent-up frustration that exists within an organization.
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Cultural Entropy
Productive work
Lack of productivity or destructive behaviour
What does 41% entropy look like?
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When have you experience entropy in an organization? Describe the impact? Cost ?
Anxiety & Uncertainty
Bureaucracy Blame Control
Lost productivity or Lost opportunityin % terms in % terms
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Entropy Impact
<10% Prime: Healthy Functioning
11-19% Minor Issues: Requiring cultural and/or structural adjustment
20-29% Significant Issues: Requiring cultural and structural transformation, and leadership coaching
30-39% Serious Issues: Requiring cultural and structural transformation, leadership mentoring/coaching, and leadership development
40-49% Critical Issues: Requiring cultural and structural transformation, selective changes in leadership, leadership mentoring/coaching and leadership development
Cultural entropy represents the degree of dysfunction in a culture
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Best Employers have Lowest Entropy
Cultural EntropyEmployee
Engagement
Tier 1 (Best) 5% 89%
Tier 2 8% 76%
Tier 3 15% 55%
Tier 4 (Worst) 21% 40%
This research of 163 organizations was carried out by Hewitt Associates and the Barrett Values Centre in 2008
CIO Directorate, Management Team & Chiefs (39)
client service 19 6(O)
bureaucracy (L) 17 3(O)
accountability 14 4(R)
achievement 12 3(I)
control (L) 12 1(R)
employee recognition 12 2(R)
hierarchy (L) 12 3(O)
teamwork 12 4(R)
information sharing 11 4(O)
commitment 10 5(I)
long hours (L) 10 3(O)
professionalism 10 3(O)
client service 20 6(O)
balance (home/work) 18 4(O)
information sharing 17 4(O)
employee engagement 13 5(O)
efficiency 12 3(O)
innovation 12 4(O)
open communication 12 2(R)
continuous improvement 11 4(O)
professionalism 11 3(O)
adaptability 10 4(I)
cooperation 10 5(R)
respect 10 2(R)
teamwork 10 4(R)
Values Plot August 19, 2014Copyright 2014 Barrett Values Centre
I = IndividualR = Relationship
Black Underline = PV & CCOrange = PV, CC & DC
Orange = CC & DCBlue = PV & DC
P = PositiveL = Potentially Limiting (white circle)
O = OrganisationalS = Societal
Matches
PV - CC 2CC - DC 4PV - DC 4
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=8-4-0 IRS (L)=0-0-0 IROS (P)=2-3-3-0 IROS (L)=0-1-3-0 IROS (P)=1-4-8-0 IROS (L)=0-0-0-0
TTTTTTTTT
respect 22 2(R)
cooperation 19 5(R)
integrity 17 5(I)
honesty 15 5(I)
leadership 15 6(I)
commitment 14 5(I)
balance (home/work) 13 4(I)
efficiency 13 3(I)
positive attitude 13 5(I)
accountability 11 4(R)
initiative 11 4(I)
trust 11 5(R)
Cultural Entropy:Current Culture
27%
TTTTTTTTT
CIO Directorate, Management Team & Chiefs (39)
client service 19 6(O)
bureaucracy (L) 17 3(O)
accountability 14 4(R)
achievement 12 3(I)
control (L) 12 1(R)
employee recognition 12 2(R)
hierarchy (L) 12 3(O)
teamwork 12 4(R)
information sharing 11 4(O)
commitment 10 5(I)
long hours (L) 10 3(O)
professionalism 10 3(O)
client service 20 6(O)
balance (home/work) 18 4(O)
information sharing 17 4(O)
employee engagement 13 5(O)
efficiency 12 3(O)
innovation 12 4(O)
open communication 12 2(R)
continuous improvement 11 4(O)
professionalism 11 3(O)
adaptability 10 4(I)
cooperation 10 5(R)
respect 10 2(R)
teamwork 10 4(R)
Values Plot August 19, 2014Copyright 2014 Barrett Values Centre
I = IndividualR = Relationship
Black Underline = PV & CCOrange = PV, CC & DC
Orange = CC & DCBlue = PV & DC
P = PositiveL = Potentially Limiting (white circle)
O = OrganisationalS = Societal
Matches
PV - CC 2CC - DC 4PV - DC 4
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=8-4-0 IRS (L)=0-0-0 IROS (P)=2-3-3-0 IROS (L)=0-1-3-0 IROS (P)=1-4-8-0 IROS (L)=0-0-0-0
TTTTTTTTT
respect 22 2(R)
cooperation 19 5(R)
integrity 17 5(I)
honesty 15 5(I)
leadership 15 6(I)
commitment 14 5(I)
balance (home/work) 13 4(I)
efficiency 13 3(I)
positive attitude 13 5(I)
accountability 11 4(R)
initiative 11 4(I)
trust 11 5(R)
Cultural Entropy:Current Culture
27%
TTTTTTTTT
CIO Directorate, Management Team & Chiefs (39)
client service 19 6(O)
bureaucracy (L) 17 3(O)
accountability 14 4(R)
achievement 12 3(I)
control (L) 12 1(R)
employee recognition 12 2(R)
hierarchy (L) 12 3(O)
teamwork 12 4(R)
information sharing 11 4(O)
commitment 10 5(I)
long hours (L) 10 3(O)
professionalism 10 3(O)
client service 20 6(O)
balance (home/work) 18 4(O)
information sharing 17 4(O)
employee engagement 13 5(O)
efficiency 12 3(O)
innovation 12 4(O)
open communication 12 2(R)
continuous improvement 11 4(O)
professionalism 11 3(O)
adaptability 10 4(I)
cooperation 10 5(R)
respect 10 2(R)
teamwork 10 4(R)
Values Plot August 19, 2014Copyright 2014 Barrett Values Centre
I = IndividualR = Relationship
Black Underline = PV & CCOrange = PV, CC & DC
Orange = CC & DCBlue = PV & DC
P = PositiveL = Potentially Limiting (white circle)
O = OrganisationalS = Societal
Matches
PV - CC 2CC - DC 4PV - DC 4
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=8-4-0 IRS (L)=0-0-0 IROS (P)=2-3-3-0 IROS (L)=0-1-3-0 IROS (P)=1-4-8-0 IROS (L)=0-0-0-0
TTTTTTTTT
respect 22 2(R)
cooperation 19 5(R)
integrity 17 5(I)
honesty 15 5(I)
leadership 15 6(I)
commitment 14 5(I)
balance (home/work) 13 4(I)
efficiency 13 3(I)
positive attitude 13 5(I)
accountability 11 4(R)
initiative 11 4(I)
trust 11 5(R)
Cultural Entropy:Current Culture
27%
CIO Directorate, Management Team & Chiefs (39)
client service 19 6(O)
bureaucracy (L) 17 3(O)
accountability 14 4(R)
achievement 12 3(I)
control (L) 12 1(R)
employee recognition 12 2(R)
hierarchy (L) 12 3(O)
teamwork 12 4(R)
information sharing 11 4(O)
commitment 10 5(I)
long hours (L) 10 3(O)
professionalism 10 3(O)
client service 20 6(O)
balance (home/work) 18 4(O)
information sharing 17 4(O)
employee engagement 13 5(O)
efficiency 12 3(O)
innovation 12 4(O)
open communication 12 2(R)
continuous improvement 11 4(O)
professionalism 11 3(O)
adaptability 10 4(I)
cooperation 10 5(R)
respect 10 2(R)
teamwork 10 4(R)
Values Plot August 19, 2014Copyright 2014 Barrett Values Centre
I = IndividualR = Relationship
Black Underline = PV & CCOrange = PV, CC & DC
Orange = CC & DCBlue = PV & DC
P = PositiveL = Potentially Limiting (white circle)
O = OrganisationalS = Societal
Matches
PV - CC 2CC - DC 4PV - DC 4
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=8-4-0 IRS (L)=0-0-0 IROS (P)=2-3-3-0 IROS (L)=0-1-3-0 IROS (P)=1-4-8-0 IROS (L)=0-0-0-0
Cultural Entropy:Current Culture
27%
respect 22 2(R)
cooperation 19 5(R)
integrity 17 5(I)
honesty 15 5(I)
leadership 15 6(I)
commitment 14 5(I)
balance (home/work) 13 4(I)
efficiency 13 3(I)
positive attitude 13 5(I)
accountability 11 4(R)
initiative 11 4(I)
trust 11 5(R)
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Follow up from CVA
• Personal alignment
– leadership development & communications skills, coaching, training on providing
feedback
• Structural alignment
– review 3 processes to simplify and standardise;
– review client engagement approach e.g. prioritise and set expectations with clients
• Values alignment
– focus groups with employees to share the results and implement a values programme
• Mission alignment
– corporate understanding of core business and how everyone’s work aligns to mission and
vision
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Benefits of Measuring Culture: A Clear Roadmap
A collective view of what’s important
• Shifts the dialogue from us/them to we
Identifies strengths of your organization
• Allows you to build on and foster the positives
A quantitative health index - % entropy
• Names what is causing waste and energy drain
• Antidote is provided
A shared vision for moving forward
Identifies alignment/misalignment
• Points to what you need to do to create the desired culture
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Reflection
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Insights and Reactions
What key insights or messages resonated for you?
What do you like about the Cultural Transformation Tools?
Don’t like?
What have been your biggest ‘ahha’ moments today?
How do you see yourself building a high performing culture in
your organization?
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Where do you begin…
Personal Values Assessment
www.CultureLeadershipGroup.com
www.aAdvantage-consulting.com
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• E-book – 9 Steps to Building a High Performing Workplace
- www.CultureLeadershipGroup.com
• Online 8 week seminar
- Beginning January 2015
- www.CultureLeadershipGroup.com/leadershipskills
• Book availability - Amazon.com
• Website resources –
- Workbook
- Case Studies
Leadership Development
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Work Life Grant
Developmental Grant ($40,00)
1st $10,000(Compulsory)
1. Conducts needs analysis
2. Develop a FWA implementation plan
3. Train on implementation
4. Pilot at least 2 new FWAs
5. Consult relevant stakeholders
6. Monitor the FWAs
2nd $10,000 1. Formalise FWA policies
2. Communicate formalised policies
Remaining $20,000 Claim part of the expenses incurred to implement FWAs
For more information: www.mom.gov.sg/employment-practices/workpro/pages/default.aspx
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for your evaluation
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From vision to results