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© 2000-2010 CultureSync
Culture is the Solution
TribalLeadership.net
© 2000-2010 CultureSync
Top dysfunctions cited by executives impacting the bottom line
• People don’t trust one another.• People sidestep accountability.• People withhold information to protect their turf.• People can’t agree on anything, unless they are forced to do it.• People miss deadlines and don’t communicate status accurately.• People do not share a strategic direction.• People blame each other for errors or lack of performance.• People can’t resolve their differences on their own.
© 2000-2010 CultureSync
Dysfunction Summary
• Lack of Effective Communication – within teams, across teams, within the organization– information is withheld, misunderstood, or inaccurate
• Ineffective Collaboration and Partnerships• Mismanagement• Absent Leadership
© 2000-2010 CultureSync
Typical Solutions
Strategic Planning
Process Improvement
IT Implementations
Team Building
Training & Development
Hire Consulting Firm
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© 2000-2010 CultureSync
What is the common element required for any of these
solutions to work?
Approximately 70% of all change initiatives fail. Why might these
solutions have failed in the past?
© 2000-2010 CultureSync
All about People!
Run business operations
Execute strategies
Make daily decision
Use IT systems
Create customer experience
Communicate information
PeoplePeople
© 2000-2010 CultureSync
Individual vs. Group Performance
• Results are not the sum of individual production.• People need information from other people to
complete their work.• Individuals and Teams require deliverables from
other units and are often held up.
This network of people makes up the culture of an organization in which work get done.
© 2000-2010 CultureSync
Birds Flock, Fish School, and People Tribe
Tribes• Naturally forming group.• Tribes are larger than teams, but smaller than major
organizational elements.• They span departmental and organizational
boundaries.• Between 20 and 150 people.• A small organization is a single tribe.• A large organization is a tribe of tribes.• Tribes vary in terms of their effectiveness, innovation,
and nimbleness.
© 2000-2010 CultureSync
The Power of the Tribe
The inherent capacity of a tribe to:• Deliver more to clients faster.• Access and share a wealth of collective knowledge and
experience to deliver great products and services.• Innovate to raise revenue and reduce costs.• Accomplish something great that has never been done
before.
The success of a company isn't a function of the leader, but of its tribes and culture.
© 2000-2010 CultureSync
“Culture Eats Strategy for Breakfast”
• Culture of small groups can quickly adapt to shifts in communication and behavior shifts by even a few leaders.
• Culture of large organizations is a web of relationships that are collectively more powerful than any single leader to influence, even the chief executives.
• Culture is an uncharted goldmine for performance improvement in many organizations.
© 2000-2010 CultureSync
Constrained by Culture
EITHER• Reduce your strategic plans and goals to the
current limitations that your culture can sustain,
OR• Upgrade your culture so your organization can
meet the demands that are actually called for.
© 2000-2010 CultureSync
Credits
Originators of “Tribal Leadership”• John King & Dave Logan
Compilation by:• CultureSync™ Approved Tribal Leaders
– Julian Bergquist & Sinan Si Alhir
• Additional Contributors– Gerard Hranek