Last week’s follow up leadership and culture development webinar is now available for you to review. The session outlined our implementation steps, approaches, and Client examples for leadership, organization, and culture development.
Building on my Leading a Peak Performance Culture webcast (click on the title to view it) this webinar starts with a 35 minute condensed presentation followed by 10 minutes of participant questions. It’s built around the five Key Implementation Steps outlined at the end of Leading a Peak Performance Culture (you can also see them in my last blog post).
I included Client examples of implementation plans, a list of typical Strategic Imperatives, and showcased some Client work including examples of “culture on a page” featuring their core values with behavioral descriptions and 360 feedback questions for basic, expected, and exceptional performance levels.
Here’s a live example of the five main pillars of a Client’s implementation plan that’s currently being finalized and ready to rollout:
- Organizational Culture Change – a major initiative to further clarify core values and the behaviors needed from everyone at all levels to increase service/quality levels and strengthen capacity for high growth.
- Management and Leadership Development – strengthening supervisory, management, and executive skills around an XYZ model of managerial competencies.
- Coordinating Divisional Strategic Imperatives – an integrated approach pulling together all the projects and initiatives emerging from XYZ’s major strategic goals and imperatives.
- Improving Accountability, Decision Making, and Roles – increasing accountability, clarifying roles and responsibilities, performance management, governance, and lines of authority/decision making.
- Prioritizing Projects/Initiatives and Improving Major Processes – identifying and pruning/consolidating the scores of projects and committees, and reviewing communications, information, budgeting/planning, policies, etc
In showing our approach to change and transformation, I emphasized that what’s often not understood nearly well enough in “soft skills” work like leadership and culture development is the big impact and balancing of “hard management” systems and processes. For example, the well known and researched 85/15 Rule (not to be confused with the 80/20 Pareto Principle) from decades of Quality/Lean/Six Sigma work has shown that 85 – 95 percent of errors, rework, and service breakdowns are caused by the system, process, or structure. People are often the symptom carriers. So accountability and performance management of those at the end of the product or service chain is highly demotivating and unproductive. As Peter Senge stated in his classic systems thinking book, The Fifth Discipline, “when placed in the same system, people, however different, tend to produce similar results.”
Some of the questions I responded to in the webinar included:
- How long does implementation take?
- Does the full organization need to be involved from the top executive team right down the organization?
- How many people typically attend the retreat?
- What surveys do you use to determine existing culture?
Click here to view the Practical Leadership and Culture Development Services webinar.