Day Three: Leading Together
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This document provides guidance to leadership committee presidents (LCPs) on influencing organizational culture within their local committees (LCs). It suggests that LCPs can use their vision and leadership to shape culture. The document then outlines several strategies and tools LCPs can use to socialize their desired culture, including recruiting culturally-aligned members, setting cultural expectations through meetings and events, leading by example, and creating a learning culture. An assessment is provided for LCPs to evaluate their current culture versus the ideal culture and identify gaps to address. The goal is for LCPs to strategically influence their LC's culture to achieve results and drive the organization forward.
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Day Three: Leading Together
- 3. Objective • LCPs have insight in culture gaps • LCPs have an idea of how they can influence culture and drive results
- 5. Vision is achieved through culture
- 6. Reflect on your Vision for your term
- 8. Reflect on your Vision for your term
- 9. How close did you make it till now? Reflect and Journal
- 10. How have you used your LC culture to make your vision a reality? Reflect, Journal and Share in pairs
- 12. EB team lost their commitment towards LC LC member lost their ownership HR pipeline problem Drop in every function
- 13. After 6 months
- 14. Droppe d by 100 exchan ges Weak middle- level leaders hip Weak Member ship Stagna nt brand in the student market After 6 months
- 15. So, lets see where are we...
- 17. Instructions 1. There are 6 questions. 2. Each question has 4 alternatives. 3. Divide 100 points among these 4 alternatives depending on the extent to which each alternative is similar to your own organization. 4. Give a higher number of points to the alternative that is most similar to your organization.
- 18. Compute your final score Per category: clan, adhocracy, market, & heirarchy
- 19. Plot your scores on the diagram Use different colors for “current” vs. “ideal”
- 20. Market Adhocrac y Hierarchy Clan Risk External Focus Caution Internal Focus Task Stable People Flexible
- 21. Connect the dots
- 22. Market Adhocrac y Hierarchy Clan Risk External Focus Caution Internal Focus Task Stable People Flexible
- 23. What inferences can you draw from the graph? What behaviors are lacking in your current state compared to the ideal state?
- 24. Dynamic Entrepreneurial Innovative Experimental Risk Taking Extravert Flexibility People Oriented Group Mentality Loyal Participatory Mentoring Nurturing Clear Processes Efficient Detail Oriented Reliable Structured Controlled Coordinated Stable Result Oriented Competitive Achievement Ambitious Risk Caution Task People
- 25. How can you bring in the ideal culture you want to in your LC?
- 26. Create a culture of strong ownership
- 27. Redefine the LC vision together
- 28. Pass our vision and culture to the next generation
- 30. Globally Competitive Leaders Award Winter Conference 20
- 36. Culture Fit Membership Filter – Recruit - Strategy
- 38. Channels Emails – Newsletters – Personal Meetings
- 41. May Local Congress 2012
- 42. May Local Congress 2012
- 43. October Strategy Conference 2012
- 46. Showcase your priorities by Leading by Example
- 47. Droppe d by 100 exchan ges Weak middle- level leaders hip Weak Member ship Stagna nt brand in the student market After 6 months
- 48. One year later
- 49. Showed a fast growth in all programs in the last 6 months Empow ered Middle Level Leaders hip Highly strong, motivat ed member ship Strong presence in colleges because of promoters One year later