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Jodie Slaughter, FASAE presented on Monday, March 26, 2012 at ASAE's Great Ideas Conference.
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Is Your Culture Eating Your Strategy for Breakfast?
Monday, March 26, 201210:45 – 12:00Hub Tag: #ideas12LS5
Jodie Slaughter, FASAEPresident and Founding Partner
McKinley Advisors
Why are you here?
• What drew you to this session?• What do you hope to learn?• How can we (all of us) help you?• Tell us about you!
What will we cover today?
• Define organizational culture • Define the cultural attributes that are ideal for
associations• Take a self-assessment quiz on the culture of
your association• Review the widely-accepted varieties of culture
and see where yours fits• Gain insights on culture change
Why does culture matter?
“A company's culture is often at the root of difficult people-related problems such as motivation, morale, absenteeism, communications, teamwork, retention, injuries, and insurance claims.”
Barry Phegan, Developing Your Company Culture, the Joy of Leadership
For associations, it matters even more!
Members are the Great Differentiators
YOUR TURN: Culture – What does it mean to you?
Culture – a definition from the dictionary
“The behaviors and beliefs characteristic of a particular social, ethnic, or age group: the youth culture; the drug culture.”
Culture – my definition
“What’s normal. The combination of specified and implicit accepted and expected behaviors of your environment.”
YOUR TURN: Think about culture outside the workplace
• Your health club• Your circle of friends• Your favorite hang outs and restaurants• Where else?
What do these say about culture?
What does this say about culture?
Outward manifestations vary…
Washington State Concrete and Aggregates Assn
Florida Hospital Assn
American Medical Assn
Where does it originate?
• Who sets culture?• Who supports it?• Who drives it?• Do members have a role? Staff? Leaders?
YOUR TURN: Designing the ideal association culture
• The feel of the organization, “This place feels like…”
• The leadership style• The management style• “The glue” that holds the place together• Strategic emphasis• Success measures (what management monitors)
Is there one ideal association culture?
What’s the culture of your organization?
• Take the self-assessment – Each section adds to 100
• Plot your results according to the instructions
0
50
100
Instructions:Find your average values for each letter (A,B, C, D, and E). To find these averages, add up all of the values in each letter row and divide by 6.Plot “A” value on the “A” axisPlot “B” value on the “B” axisPlot “C” value on the “C” axisPlot “D” value on the “D” axis2. Connect points on A, B, C, and D axes.3. Plot “E” value on all four axes.4. Connect four “E” points in a different color/line type if you have one.
A
B
C
D
0
50
100
Exter
nal Fo
cus a
nd
Differentiati
on
Flexibility and Discretion
Stability and Control“Hierarchy”
“Adhocracy”
“Market”
A
B
C
D
Internal
Focu
s and
Integration
“Clan”
E = Toxicity
The Five Categories
• Clan-Collaborate• Adhocracy-Create• Hierarchy-Control• Market-Compete• Toxic
Bruce M. Tharp“Organizational Culture”
CLAN – a sociable working environment ADHOCRACY – energetic and creative
Leaders: facilitator, mentor, team builder Leaders: Innovator, entrepreneur, visionary
Values: commitment, communication, development
Values: Innovations, change, agility
Success: addressing the needs of the clients and caring for the people
Success: new product roll-outs, market innovations
HIERARCHY – formalized and structured MARKET – results based, competitive
Leaders: efficiency-based coordination Leaders: hard drivers, producers, competitors
Values: efficiency, timeliness, consistency, uniformity
Values: marketshare, achievement, profitability
Success: low costs, smooth planning, trustful delivery
Success: market penetration, leadership
What about Toxic?
YOUR TURN: Your Discoveries
• What was your culture according to the assessment?
• Are you surprised with what you saw? Happy?• Do you want to make changes?
Culture – How do you change it?
“Specified and Implicit Behaviors”• What do you say? • What do you do?• What do you demand?• What are you willing to endure?
Culture – How do you change it?
Culture is largely informed by
WHAT YOU OR YOUR ORGANIZATION PAYS ATTENTION TO
Culture – How do you change it?
RIGHT NOW: What kinds of values are currently shown in the culture of your organization?
FUTURE: What kinds of values need to be shown in the future in order to be most effective?
REWARDS: What behaviors are being rewarded right now? (Can you make changes here?)
MEMBER EXPECTATIONS: What kinds of values do you expect your members would value your organization as showing toward them?
Culture – How do you change it?
Change begins with conversations and agreementsActions DO speak louder than wordsInfluencers need not be those officially in charge
Questions?
Learn Anything New?
Will you do anything when you get back?
Thank You for Coming!Jodie Slaughter, FASAEPresident and Founding PartnerMcKinley Advisors202.333.6250 ext [email protected]
A Parting Thought
“It is important to remember that values do not drive the business; they drive the people within it. Values must be internalized by the people in the organization to have meaning.”
Ryan Reiches
A Parting Picture: A Manifestation of Culture in Our Firm
