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Creating a Vibrant Organizational Culture

Creating a Vibrant Organizational Culture

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Creating a Vibrant Organizational Culture

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  1. Creating a Vibrant Organizational Culture Richard Mott & Cheryl Gould PLA Presentation March 15, 2012

  2. What Words Describe Your Library’s Culture?

  3. Why is it crucial to shift now? • Change, change, change • Challenges to roles and relevancy • Need to redefine ourselves • No clear roadmap

  4. JPL’s Experience

  5. Global Workforce Study Shows - Barely 1 in 5 Employees are Engaged • Engaged – 21% • employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward. • Partially-engaged to disenchanted – 71% • employees are essentially “checked out” they’re sleepwalking through their workday, putting time, but not energy or passion, into their work. • Actively disengaged – 8% • employees aren’t just unhappy at work; they’re busy acting out their unhappiness by undermining what their engaged coworkers accomplish.

  6. Culture of Expertise • Expertise implies • Knowing more than • Having the right information • Having the authority to tell what’s right and wrong • Separation between those that “know” and those that don’t • A hierarchy

  7. Change the Culture, Change the Gameby Roger Connors and Tom Smith Your current culture may be right for what you’ve needed to do; if you need different results, you’ll need a shift.

  8. Today’s Plan • Why We Need a Vibrant Organizational Culture • What it Looks Like • How to Get There

  9. What Skills Do We Need to Create a Vibrant Organizational Culture?

  10. What Skills Do We 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

  11. We need to move from this: To this:

  12. Shift to a Vibrant Organizational Culture Looks like this… • Reactive to creative • Individual to team achievement • What’s wrong to what’s right • Experts to collaborators • Challenges to opportunities • “My job is…” to “Customer’s needs” • Compliance to engagement

  13. Reality Check

  14. If You Keep Doing What You’re Doing, You’ll Keep Getting What You’re Getting • Too often leaders try to change the way people act without changing the way they think or what they believe. As a result, they get: • compliance, but not commitment • involvement, but not investment • progress, but not lasting performance

  15. 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, you need to change the experiences!

  16. Steps to a Vibrant Organizational Culture • Envision the change • Plan for success • Assess current state • Create a shared language and vision • Train on behavioral skills • Reinforce with process changes • Evaluate

  17. 1. Envision the Change chanpipat / FreeDigitalPhotos.net

  18. 2. Plan for success

  19. 2. Plan for success • Start from a model • Leadership Challenge • 10 Steps to a Learning Organization • Five Dysfunctions of a Team • Create your own

  20. 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

  21. 3. Assess Current State Samples from the 30-question “Leadership Practices Inventory” Rate how frequently the subject … • Follows through on commitments • Supports decisions others make • Experiments and takes risks • Finds ways to celebrate accomplishments

  22. 3. Assess Current State Establish a baseline for measuring effectiveness: JPL is a place where people … Follow through on commitments Support decisions others make Feel free to experiment and take risks Celebrate accomplishments 22

  23. What Skills Do We 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

  24. 4. Create a Shared Language and vision • Everyone must be informed • All staff day? • Show them you mean it by modeling the shift • Integrate into: • Performance reviews • Meetings • Hiring • Scheduling

  25. 5. TRAIN BEHAVIORAL SKILLS

  26. Not your grandmothers training ;) • Create experiences • People need permission to practice new behaviors • Ask more then you speak • Simple activities with big impact • Learning can be fun

  27. Listen More Than You Speak • Don’t be distracted • Don’t interrupt • Give nonverbal feedback • Don’t assume you know what they are saying • Ask questions for clarification • Respond instead of react

  28. 6. Reinforce With Process changes • Updated job descriptions and hiring questions • Change in performance evaluations • Individual Action Plans • Recognition • Refresh Training • Coaching • Feedback mechanism

  29. COMMITMENT MEMO Today’s Date To: [your partner] From: Re: My Leadership Development Actions To continue improving my capabilities as a leader, I commit to take the following actions over the next twenty-one days: _________________________________________________ To get the process started, tomorrow morning I will take this first step: _________________________________________________ Sign your name: Phone number: E-mail address:

  30. recognition

  31. 7. Evaluate • Pre and post assessment • Measure annually • Use all staff day to discuss • Give opportunity for staff to give feedback

  32. Keys to Success • Change the experiences • Leaders who model the way • Long-term commitment • Buy-in at all levels • Reinforcement • Use fundamentals of change • Evaluation of progress/continuous improvement

  33. Benefits of a Vibrant Organizational Culture • Once accomplished will save time and possibly increase library support as more innovative ideas are put into practice. • People will love coming to work • Get other agencies to look to the libraries and say, “How did they do that?” • Libraries will be the place that models the spirit of “yes” which will change the world.

  34. Not the End But The Beginning Thanks for joining us Richard Mott – rmott@coj.net Jacksonville Florida Public Library Cheryl Gould – cheryl.gould@gmail.com Fully Engaged Libraries