A conference presentation outlining the impact of building a values based culture.

1. How to Build a Great Organizational Culture Presented by Tammy Dewar and Dave Whittington

3. Defining Culture A culture is a way of life of a group of people - the behaviours, beliefs, values, and symbols that they accept, generally without thinking about them, and that are passed along by communication and imitation Edward T. Hall

4. A culture can look great from above ...

5. ... and very different from below

6. Cultural Alignment builds Employee Loyalty In an age of increasing global and local competition, cultural capital - the ability of an organisation to build a corporate culture that attracts and retains talented people - is rapidly emerging as the most important criterion for success. Barrett Values Centre - www.valuescentre.com

7. The role of values in corporate culture Kotter’s work – strong adaptive cultures based on shared values outperform other companies Jim Collins’ work – companies that consistently focused on building strong values-driven cultures outperformed those who did not We need to start with personal values

8. Personal Values See Values Manifesto We can make this brochure available via PDF to anyone who wants to use this in their organizations. In exchange, we ask that you help us continue learning by sharing your experiences. Email us (contact info on back of brochure)

9. What are your organization’s real values? First, identify some typical behaviours you see in your organization. Use the list provided as a staring point. Second, list the beliefs that might underpin these behaviours. Finally, what is it that is being valued in your organization?

10. Seven Levels (Richard Barrett)

11. Mapping your values Using the 7 levels model provided, each table map the top three personal values of everyone at the table Then, choose ONE organization and map its values

12. The Importance of Values Alignment When our personal values align with the organizational values ... we feel comfortable, we feel recognized, we are engaged, and the amount of “discretionary effort” we are prepared to give increases.

13. Betta Group: (358) Personal Values Current Culture Values Desired Culture Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 PL= 10-0 | IRS (P)= 7-2-1 | IRS (L)= 0-0-0 PL= 8-2 | IROS (P)= 3-2-3-0 | IROS (L)= 0-0-2-0 PL= 10-0 | IROS (P)= 4-4-2-0 | IROS (L)= 0-0-0-0 Matches PV - CC 3 CC - DC 4 PV - DC 3 Black Underline= PV & CCOrange= CC & DCP = PositiveL = Potentially Limiting I = Individual O = Organizational Orange= PV, CC & DCBlue= PV & DC(white circle) R = Relationship S = Societal Values Plot Copyright 2008 Barrett Values Centre September 2008

15. Measuring Cost of Limiting Values See handout

16. People influence the culture in different ways

17. The culture influences people in different ways

18. Where are you in this picture?

19. How do good leaders influence culture? Be clear about your values Communicate them often Act in accordance with them Be passionate about your vision Communicate it clearly Act in accordance with it

20. Suggested Strategies for Putting Values into Practice Refer to Manifesto

21. A model for building culture… Find out what your employees’ values are. Assess your current culture … what behaviours do people engage in? What values do these behaviours suggest? Uncover your desired culture. What values do people want to see in their culture? How might you find this out? Where are the synergies and disconnects? How might you better influence your culture? How can you put your values into practice?