Webinar: lead your culture deck with poll question answer

1

2

Chairman and CEO of Stuart Levine & Associates LLC, a management consulting firm for governance, strategic thinking and C-Suite leadership and Chairman and CEO of EduLeader LLC, an online digital learning company

NACD Governance Fellow and was twice awarded the top 100 director by this organization

Board governance expert, currently serving on the board of Broadridge Financial Solutions, as Chairman of Governance and Nominating Committee and member of the Audit Committee

Best-selling author of three leadership books published in 37 countries with over 1.2 million hard copies sold and his monthly thought-leadership articles are published in Forbes and The Credit Union Times

“The Six Fundamentalsof Success”

2

3

Chief Human Resources Officer at Bill & Melinda Gates Foundation, leading the global HR function in creating a climate where employees thrive professionally and personally in support of the foundation’s mission

3

4

5

6

•

•

•

•

•

6

7

•

•

•

•

•

7

8

9

•

•

•

•

•

9

10

11

•

•

•

•

•

11

12

•

•

•

•

•

•

•

•

•

12

13

BUILDING A CULTURE DESIGNED

FOR IMPACT AND RESULTS

Steven Rice, Chief Human Resources Officer

14

OUR PROMISE

“I believe that energized people, working well together, fueled by great leadership

in an environment in which they thrive, will do phenomenal things no matter

what challenges come our way. And for us, that translates into both more

opportunity for the poorest and most marginalized people, and lives saved”.

Sue Desmond-Hellmann

CEO Bill & Melinda Gates Foundation

15

A Center for Creative Leadership framework based on extensive research in the field of building high-

performing teams and cultures…

THE THREE OUTCOMES OF HIGH PERFORMANCE CULTURES

16

CREATING A CULTURE BUILT FOR IMPACT AND RESULTS

SHARED EXPECTATIONS OWNERSHIP & ACCOUNTABILITY GREATER IMPACT

Four AgreementsTimely agreements in support of

timeless values

Social Reinforcement

Leader-led and peer-to-peer

Walk the talk

Feedback

Recognition

Consequences

Leadership PrinciplesIn conjunction with the Four Agreements

Structural Levers

Manager Levers

Select people who will evolve our

emerging culture

Develop self & others

Incent and recognize behaviors

Systems Levers

Governance to define decision

rights & accountabilities

Build culture aligned processes

and tools to evolve how we work

Communicate to reinforce,

celebrate & sustain progress

THEORY OF CHANGE

Increased Direction,

Alignment &

Commitment to

Execute our Collective

Strategies

Inside-Out(mindsets & behaviors)

Outside-In(systems & processes)

17

WHY COMMITMENTS MATTER IN LEADING CULTURE

Culture wins over the best strategy…every time

Culture doesn’t change without behavior shifts

Leading culture is personal; you can’t ask

anyone to do what you’re not willing to do first.

Lacking strong external accountability for

change, leaders create the conditions of

accountability via their personal commitments.

18

19

MEASURING OUR PROGRESS TOWARD IMPACT

% FAVORABLE

SHOW RESPECT

Differing opinions are openly discussed in reaching decisions

in my workgroup.70%

Our foundation has an environment that encourages open,

honest, and respectful conversations in pursuit of our goals. 55%

Our foundation is placing sufficient emphasis on building an

inclusive workforce.55%

2016 Total Favorability:

2017 Target:60%

>60%

BE TRANSPARENT

We agree on what we should be aiming to accomplish

together.70%

I know how I am performing against the expectations of me.75%

There is effective sharing of information across teams with

related goals, such as matrixed teams. 35%

2016 Total Favorability:

2017 Target:60%

>60%

% FAVORABLE

OFFER TRUST

I feel empowered to get the work done for which I am

responsible.81%

Our foundation has established a climate where innovative

ideas can fail without penalty to the originating person or

group.36%

Too many approvals are required for routine decisions in our

organization.23%

2016 Total Favorability:

2017 Target:46%

>46%

CREATE ENERGY

I am able to sustain the energy I need over time.59%

When I do a great job, my work is recognized. 70%

People in my workgroup are encouraged to come up with

innovative solutions to work-related problems. 78%

2016 Total Favorability:

2017 Target:69%

>69%

70% or above represents an emerging strength. Data to be collected in Feb & Jul for years 2017/2018

% FAVORABLE

DIRECTION

We agree on what we should be aiming to accomplish together. 70%

We understand what success looks like for our foundation. 55%

ALIGNMENT

People in different roles or functions coordinate their work effectively. 43%

While individuals take on different tasks, our combined work across the

foundation fits together.62%

COMMITMENT

We take responsibility for the welfare of the foundation. 74%

We make the success of the foundation — not just our respective programs —

a priority.52%

I am able to sustain the level of energy I need over time. 59%

…we’ll increase the direction, alignment, and commitment required to make a greater impact on the world.

By focusing on these timely agreements aligned to our values…

CLEAR EXPECTATIONS GREATER IMPACT

20

CEO SCORECARD

COMMITMENT ACTION MEASURE

ENSURE STRATEGIC

ALIGNMENT OF

ORGANIZATIONAL

CAPACITY TO DELIVER ON

OUR GLOBAL MISSION

In collaboration with co-chairs, secure agreements on the

vision, mission and strategies of the foundation with defined

accountabilities.

Provide clear direction to the organization that reinforces

short-term and longer-term responsibilities.

Determine the alignment of available resources to deliver

measurable results to our global priorities.

BUILD A CULTURE

DESIGNED FOR IMPACT

AND RESULTS

Ensure the outcome of a “culture built for impact and results”

is our people have uncompromising commitment to their

contribution to our global mission and foundation.

Advance the Four Agreements and Three Leadership

Principles to increase the capacity to live our four values

(Optimism, Collaboration, Rigor, Innovation).

Deepen the organizations capacity for impact by

underscoring a continuous learning mindset that celebrates

diversity and our collective success.

ORGANIZATIONAL

LEADESHIP EMBRACING

OPERATIONAL

EXCELLENCE IN THE

FOUNDATIONS

GOVERNANCE

Institutionalize the management structures and processes

that are designed to ensure clear accountability and

transparency of decision making across the foundation.

Create greater sustainable improvements to the foundations

technology platforms, processes and data that strengthens

institutional impact to our global mission.

Increase the foundations competence with process

improvement to significantly advance the organizations

efficiency and effectiveness based on our values.

21

2222

23

Board MeetingsMade Easy

24

25