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CREATING A HIGH-PERFORMING VALUES-ALIGNED CULTURE

Creating a High-Performing, Values-Aligned Culture

Chris EdmondsSenior Consulting Partner

Bob GlaserSenior Consulting Partner

Legal Notice: These slides are being provided to support your participation in the online seminar which took place on February 17, 2010 and represent the proprietary intellectual property of The Ken Blanchard Companies. They are protected under international copyright law and cannot be resold, rented, loaned, or circulated to any third party. Additionally, they may not be duplicated or reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the expressed written consent of The Ken Blanchard Companies.



Agenda

Examining the existing culture

Defining the desired behaviors

Holding people accountable for living the stated values

Creating a culture that works



Only 45% Employee Satisfaction! Only 45% of all

individuals surveyed said they are satisfied with their current job.

Down from a 61%satisfaction rate when this same survey was conducted in 1986.

Does your company culture support high performance and satisfied employees?



….a result of thoughtful, premeditated design,

…or casual, by default?

Is your culture…



A proven processfor creating a high-performance,values alignedworkplace



Examining the Existing Culture

Begin with an examination of the underlying beliefs and assumptions that are influencing people’s existing behavior.



The Levels of Culture

Artifacts

Espoused Beliefs& Values

UnderlyingAssumptions



Discovery Process

Understanding the current culture and identifying gaps



Defining the Desired Behaviors

What do you want to have happening in your organization?

– Performance outcomes

– Valued behaviors



A Good Example

Value: Commitment to ExcellenceDefinition: I pledge to continually strive to exceed my personal best and to exceed my customers’ expectations. (Internal and external)



Holding People Accountable

Performance outcomes Valued behaviors



Poll: Performance

Staff are held accountable for meeting performance expectations.

a. Strongly Disagreeb. Disagreec. Slightly Disagreed. Slightly Agreee. Agreef. Strongly Agree



Poll: Values

Staff are held accountable for demonstrating company values.

a. Strongly Disagreeb. Disagreec. Slightly Disagreed. Slightly Agreee. Agreef. Strongly Agree



Are senior leaders in-tune with employee

perceptions?

Do senior leaders “walk the talk”?

Are there consequences?

Holding People Accountable



Creating a Culture that Works• Banta Catalog Group, employee

engagement improved 20%,employee retention increased 17%, and profitability increased 36%

• Foodstuffs Auckland Limited, a tenfold return on the training investment in one year, a 28% reduction in employee turnover in three months at just one supermarket

• Merck, the global pharmaceutical company, saw one sales region rise from least productive to #1 in the company in 12 months.



Chris EdmondsSenior Consulting PartnerThe Ken Blanchard Companies

Bob GlaserSenior Consulting PartnerThe Ken Blanchard Companies

David WittProgram DirectorThe Ken Blanchard Companies

Questions & Answers



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www.kenblanchard.com

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