CULTURE MAP LEADING IN TIMES OF CHANGE CULTURE

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CULTURE MAP LEADING IN TIMES OF CHANGE

CULTURE MAP LEADING IN TIMES OF CHANGE

CULTURE MAP • • Diagnostic and Planning tool for corporate culture. Turns the fuzzy

CULTURE MAP • • Diagnostic and Planning tool for corporate culture. Turns the fuzzy into the intentional. Can be used to map out an existing or desired state. Can be used to develop a framework that is implemented and scaled.

"HIRE GREAT PEOPLE AND GIVE THEM FREEDOM TO BE AWESOME. “ ANDREW MASON, FOUNDER,

"HIRE GREAT PEOPLE AND GIVE THEM FREEDOM TO BE AWESOME. “ ANDREW MASON, FOUNDER, GROUPON

“ASSUME THE BEST, BUT HIRE PARANOID PEOPLE“ EVAN WILLIAMS, CO-FOUNDER, TWITTER

“ASSUME THE BEST, BUT HIRE PARANOID PEOPLE“ EVAN WILLIAMS, CO-FOUNDER, TWITTER

“MAKE SURE EVERYBODY IN THE COMPANY HAS GREAT OPPORTUNITIES, HAS A MEANINGFUL IMPACT, AND

“MAKE SURE EVERYBODY IN THE COMPANY HAS GREAT OPPORTUNITIES, HAS A MEANINGFUL IMPACT, AND IS CONTRIBUTING TO THE GOOD OF SOCIETY. “ LARRY PAGE, CEO, THE ALPHABET COMPANY

WHAT IS ORGANIZATIONAL CULTURE?

WHAT IS ORGANIZATIONAL CULTURE?

ORGANIZATIONAL CULTURE REFERS TO A SYSTEM OF SHARED ASSUMPTIONS, VALUES, AND BELIEFS THAT SHOW

ORGANIZATIONAL CULTURE REFERS TO A SYSTEM OF SHARED ASSUMPTIONS, VALUES, AND BELIEFS THAT SHOW PEOPLE WHAT IS APPROPRIATE AND INAPPROPRIATE BEHAVIOR. Management Principles, 1 st Edition (2011) Carpenter, Bauer, Edrogan

Future Focused Organization Embrace Technology + Assign time and funds for “cheap experiments” Reward

Future Focused Organization Embrace Technology + Assign time and funds for “cheap experiments” Reward Innovation - Nontransparent budgeting Celebrate Learning + Agile Processes - Legacy Technology (Systems)

Retain Young Talent Celebrate non -profit as a vocation. + Strong, clear mission. Clear

Retain Young Talent Celebrate non -profit as a vocation. + Strong, clear mission. Clear Career Path - Commiserating Leadership & Middle MGMT support. + Structure and Reward system - Rigid workplace environment

Tangible results, (time and money) What results are we seeing? What happens because of

Tangible results, (time and money) What results are we seeing? What happens because of our behavior? What are we getting done? What is the impact? Specific, concrete, observable What does a great day look like? What does a terrible day look like? Explicit (formal) or implicit (informal) Why do we behave the way we do? What causes or influences our behavior? What are the unwritten rules? What blocks us from behaving differently?

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Leading Change Kotter John Leading Change Boston HarvardLeading Change Kotter John Leading Change Boston Harvard
Are you leading change Or is change leadingAre you leading change Or is change leading
Leading Change Kotter John Leading Change Boston HarvardLeading Change Kotter John Leading Change Boston Harvard
CHAPTER 6 Management Skills 1 Leading LEADING LeadingCHAPTER 6 Management Skills 1 Leading LEADING Leading
LEADING EDUCATION CHANGE IN TIMES OF COVID POLICYLEADING EDUCATION CHANGE IN TIMES OF COVID POLICY
Leading Change Through Collaboration Leading From a PositionLeading Change Through Collaboration Leading From a Position
Leading Change Through Collaboration Agile Project Management LeadingLeading Change Through Collaboration Agile Project Management Leading
LEADING YOUR CHURCH THROUGH CHANGE SESSION 1 LEADINGLEADING YOUR CHURCH THROUGH CHANGE SESSION 1 LEADING
Finals Schedule HALF DAYS Leading Change Leading LearningFinals Schedule HALF DAYS Leading Change Leading Learning
Leading Major Change Dr Jeff Iorg Leading PeopleLeading Major Change Dr Jeff Iorg Leading People