Culture Assessment Toolkit

1 303-898-3920 2013 2019 Corporate Culture Pros. All Rights Assessment ToolkitDefining, Identifying, and Measuring Your High- performance Culture 2013 2019 Corporate Culture Pros. All Rights 303-898-3920 2013 2019 Corporate Culture Pros. All Rights and Authorized License Use of Culture Assessment Toolkit ContentsCopyright 2013-2019 by Corporate Culture Pros. All rights reserved. This Toolkit or any portion thereof may not be reproduced or used in any manner whatsoever without the express written permission of the publisher. There are two exceptions: Internal training within the buyer s company for up to 10 people; Use of brief quotations in a blog or book in the United States of AmericaFirst Edition, 2013 Published by:Corporate Culture Pros4 Pinyon Pine LaneLittleton, CO 303-898-3920 2013 2019 Corporate Culture Pros. All Rights Corporate Culture ProsWelcome!

2 We are Corporate Culture Pros: A boutique consulting firm passionate about creating workplaces that grow people, customers, and profit. Whether you are dealing with a merger/acquisition, digital transformation, or a turnaround you will find proven tricks and tools here. For over 20 years, we ve dedicated our careers to training leaders and organizations how to lead cultural change to impact positive business performance . In the Digital Revolution, every single aspect of work who, what, when, where, how is transforming. Culture building ignites widespread passion, leadership, and competitive advantage ensuring YOUR organization evolves and adapts versus facing extinction. This Assessment Toolkit will help you assess, diagnose, and pinpoint the habits you need to strengthen teamwork, collaboration, and the capacity for ongoing change. Visit us as for more tips and tools on building cultures that can navigate the modern organization.

3 3 Lisa JacksonCEO / Co-Founder 2013-2019 Corporate Culture Pros. All Rights ReservedGerry SchmidtCo-Founder and PrincipalGetting StartedCulture Assessment 303-898-3920 2013 2019 Corporate Culture Pros. All Rights Defined How people work together, that either helps or hinders your ability to adapt, compete, win. Culture is The glue that fosters successful implementation of a winning strategy. Clear definition of success: Financially and otherwise. Behaviorsthat unify leaders, managers, technology and front line service providers and break silos. The decision process an organize uses to balance competing goals: Long and short-term thinking, internal v. external stakeholders, change v. stability, people v. performance , innovation v. cost-cutting. Day-to-day methods for creating transparency across the business: Prioritization, meetings, communication, attracting and retaining the right talent.

4 Culture is not Values and Beliefs. These CAN be important anchors for Culture , but are often undefined or too fuzzy and intangible for people to know what they mean. Posters, coffee mugs, t-shirts, games, food and beer taps. These are symbols of the Culture , but mean little without the real work of building connection. A fixed way of doing things regardless of style, taste, and circumstances. Culture in today s global enterprises need common decision processes while allowing for local spirit, style and pride. The executive s view of what they think Culture is. Most often, senior leaders have the least accurate view of the Culture . 4 Bottom line: Are people in your company enabled to do their best work?Getting StartedCulture Assessment 303-898-3920 2013 2019 Corporate Culture Pros. All Rights Building Benefits This Toolkit provides tips, tools and instructions for achieving 3 main outcomes in a team or organization: 5 Remove Culture barriers to business growth and profitRetain greatpeople by enabling them to do their best workDevelop leaders who can adapt to constant changeGetting StartedCulture Assessment 303-898-3920 2013 2019 Corporate Culture Pros.

5 All Rights Culture ?Business Case for Culture BuildingResults to ExpectGetting StartedCulture Assessment 303-898-3920 2013 2019 Corporate Culture Pros. All Rights More Steady State;Adapting is Essential to the world has flattened and become more transparent, there are new competitive forces requiring a greater rate of adaptation. Worker and customer expectations are colliding with the ability of an organization in any industry to meet complex demands and constant change. The spaces between change are shorter and smaller: There is no more steady a profitable business is harder. Annual changes in the Fortune 500 list and profitability - demonstrate how quickly you can become extinct if you don t attempts to stay competitive, change programs and processes (cultural and other) have mushroomed in popularity. Do you know the collective success rate of all efforts to lead change in business today?

6 Multiple studies document the alarming failure rate (and billions of dollars wasted) on change/ improvement programs that fall short. (next page.)To succeed in such a challenging era of change, leaders need an ongoing process for breaking down barriers internally, engaging more people in executing strategy, and fostering high performing teamwork. This ongoing method is about building new habits of work the enduring purpose of Culture StartedCulture Assessment ToolkitToday s leaders must change how they lead in this era. They must focus on: Inspiring people Generating passion for work Removing bureaucracy, random prioritization, and arbitrary decision making that plagues so many goal of Culture Buildingis to foster ongoing clarity and alignment, that creates competitive advantage that is difficult to copy. Being adaptable is a capability, not an event. Being adaptable is the seedbed for innovation.

7 303-898-3920 2013 2019 Corporate Culture Pros. All Rights Failure Rate of Change 75% of change efforts end in failure Mourier, Conquering Organizational Change, 2001 58% of change initiatives failed to reach their goals McKinsey Survey, LaClair, and Rao, 2002 63% of TQ or change initiatives in the high tech industry failed to achieve anticipated improvements Schaffer and Thompson, (1992) Successful change management begins with results, Harvard Business Review, January-February, 80-9 80 90% of TQM projects miss their target Crosby, P. (1989) Quality is free. New York, McGraw Hill Business Process Reengineering fails 50-70% Steward, (1993) Reengineering: the Hot New Managing Tool, Fortune, 128, 4 pp 32-37 Culture eats strategy for Clark, CEO, Merck8 Getting StartedCulture Assessment 303-898-3920 2013 2019 Corporate Culture Pros. All Rights Change Really Fails.

8 And The Magic WandYou probably know the standard reasons change fails:Leaders lack sustained commitment.(lack of sponsorship)Organizations get distracted. (flavor of the month, corporate ADHD)Change resistance. (low employee engagement)The Goldilocks Problem: Most successful change initiatives are built in an environment that is just right for that environment. Then, they are exported with the promise This will work for you too. But when imported, they are Too Hot. or Too Cold Never Just Right. Why? Every group or system has unique mindsets, capabilities, challenges, and behaviors that ARE COMPLETELY UNIQUE. Any true capacity to adapt to change must be grown within, not imported from outside. 9 Culture Building means activating The FingerprintsRule: What will help people wantthis change? Getting StartedCulture Assessment ToolkitThe Fingerprints Rule is how you get it right: If you want people to own the work, you must create a process that allows them to DO the work.

9 This is especially true with younger generations. When people know what s important and believe in your leadership, they can fix almost any problem in the business. The Fingerprints Rule is like having all the super powers and magic wands in the kingdom sitting in front of you .. why go to the mall to buy it?Your people KNOW how to help you compete better and build a great workplace. You just have to ask them. 303-898-3920 2013 2019 Corporate Culture Pros. All Rights Power of Fingerprints in Action A consulting colleague brings small, cross-functional groups of pharmaceutical sales reps together with a tough challenge: Boost sales (in flat growth cycle) by 10%.The Task: Give us implementable solutions within defined and reasonable cost boundaries. Working agreement: Managers are excluded from the meeting to ensure the most candid discussions. Nearly every time, the group s plans produce a major breakthrough in results.

10 Why? The keys to the kingdom are in the right hands. Follow the Fingerprints Rule .. by tapping the wisdom of the people closest to your are you using the Fingerprints Rule in your organization? Getting StartedCulture Assessment 303-898-3920 2013 2019 Corporate Culture Pros. All Rights You Should Expect Culture Building must be grounded in a clear purpose. There are three outcomes our clients seek when committing to Culture building:11 Getting StartedCulture Assessment ToolkitCulture building creates great leaders AND competitive Remove Culture Barriers to Business PerformanceThe link between Culture and business performance is proven. In every industry are companies who excel at innovation and exceeding customer expectations. Southwest Air. Amazon. Starbucks. You don t have to be an iconic example to leverage corporate Culture into better financial performance . You just have to know how to do it.