don harkey, high performance culture presentation

High Performance Culture Building a People Centric Culture Presented by Don Harkey – People Centric Consulting Group

www.PeopleCCG.com (C) 2016 People Centric Consulting Group

The People Centric Team Diana Day Chief Business Officer Jenn Harrison Engagement Coordinator Bethany Bishop Office Coordinator Randy Mayes, MBA Chief Executive Officer John Battaglia, DMIN, ACC Engagement Specialist Don Harkey Chief Innovation Officer Spencer Harris, Ph.D. Engagement Specialist

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100 Years of Focusing on Processes

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100 Years of Focusing on Processes • 1913 – Henry Ford installs the first assembly line

Decreased time to build a car from 12 hours to 2.5 hours

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100 Years of Focusing on Processes • 1913 – Henry Ford installs the first assembly line

Also increased turnover to 970%!

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100 Years of Focusing on Processes • 1913 – Henry Ford installs the first assembly line

Ford adjusted worker pay from $1.50/day to $5/day.

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100 Years of Focusing on Processes • 1939 – Shewhart / Deming Cycle

Introduces the concept of Continuous Improvement

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100 Years of Focusing on Processes • 1970’s – Total Quality Management

Systematized Continuous Improvement that involves Employees

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100 Years of Focusing on Processes • 2000’s – Lean / Six-Sigma

Systematized Continuous Improvement that involves Employees focused on reducing waste and minimizing defects (C) 2016 People Centric Consulting Group

Next 100 Years are about Culture

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Next 100 Years are about Culture • 2012 – People Centric Culture

Taking a “People Centric” approach recognizing the true impact of Culture

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Why Culture?

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Culture is Everything • Research over the past 30 years is starting to yield a key insight‌

Why we work determines how well we work.

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Culture is Everything • Culture doesn’t have to be “soft” (potluck dinners and ping pong tables) • You can have a high performance culture that demands results

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Culture is Everything • 2013 Study • • • •

Assignment – Study Medical Images for “Objects of Interest” – Paid by the image Group 1 – Told the work would be discarded Group 2 – Told they were looking for cancerous tumors Results: Group 2 had higher quality and took more time

• KEY: The group with a “WHY” performed better for less pay!

From HBR.org online article

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From HBR.org online article

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2014 Gallup Meta-Analysis

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http://www.qualtrics.com/employee-engagement/

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Culture is Everything • What if you had a machine in your business that touched every single product and impacted customer service to every customer?

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Culture is Everything • What if you had a machine in your business that touched every single product and impacted customer service to every customer? • What if that machine was running at a 95% efficiency?

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Culture is Everything • What if you had a machine in your business that touched every single product and impacted customer service to every customer? • What if that machine was running at a 70% efficiency?

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Culture is Everything • What if you had a machine in your business that touched every single product and impacted customer service to every customer? • What if that machine was running at a 32% efficiency?

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Culture is Everything

32% Engaged 51% Not Engaged 17% Toxic (1 in 6)

2014 Gallup Study – United States Data

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Culture is Everything • What if you had a machine in your business that touched every single product and impacted customer service to every customer? • What if that machine was running at a 32% efficiency?

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Culture is Everything • What if you had a machine in your business that touched every single product and impacted customer service to every customer?

You do – Its your PEOPLE MACHINE

• What if that machine was running at a 32% efficiency?

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Culture is Everything • What if you had a machine in your business that touched every single product and impacted customer service to every customer?

You do – Its your PEOPLE MACHINE

• What if that machine was running at a 32% efficiency?

It is – 68% of employees are disengaged or toxic

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Culture is Everything • Should we be working on processes that touch parts of our business or should we work on the culture that touches ALL of our business?

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Culture is Everything • Culture is what happens when management is not in the room.

• “Now I can see why everyone always quits this job after a few weeks!”

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Culture: What’s My Motivation?

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Culture: What’s My Motivation?

• 6 Reasons People Work • • • • • •

Play – I enjoy what I do Purpose – I believe in the outcome Potential – I am learning and growing Emotional Pressure – I don’t want to disappoint Economic – I have to work Inertia – I don’t know, I just do it because I’ve done it

From HBR.org online article

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Culture: What’s My Motivation?

• 6 Reasons People Work • • • • • •

Play – I enjoy what I do POSITIVE FOR CULTURE Purpose – I believe in the outcome Potential – I am learning and growing Emotional Pressure – I don’t want to disappoint Economic – I have to work Inertia – I don’t know, I just do it because I’ve done it

From HBR.org online article

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Culture: What’s My Motivation?

• 6 Reasons People Work • • • • • •

Play – I enjoy what I do POSITIVE FOR CULTURE Purpose – I believe in the outcome Potential – I am learning and growing Emotional Pressure – I don’t want to disappoint Economic – I have to work NEGATIVE FOR CULTURE Inertia – I don’t know, I just do it because I’ve done it

From HBR.org online article

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Culture: What’s My Motivation?

• 6 Reasons People Work • • • • • •

Play – I enjoy what I do POSITIVE FOR CULTURE Purpose – I believe in the outcome Potential – I am learning and growing Emotional Pressure – I don’t want to disappoint Economic – I have to work NEGATIVE FOR CULTURE Inertia – I don’t know, I just do it because I’ve done it

TOTAL MOTIVATION

From HBR.org online article

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Culture: What’s My Motivation?

• 6 Reasons People Work • • • • • •

Play – I enjoy what I do POSITIVE FOR CULTURE Purpose – I believe in the outcome Potential – I am learning and growing Emotional Pressure – I don’t want to disappoint Economic – I have to work NEGATIVE FOR CULTURE Inertia – I don’t know, I just do it because I’ve done it

TOTAL MOTIVATION

From HBR.org online article

WHAT INFLUENCES THIS?

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Culture: What’s My Motivation?

From HBR.org online article

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Culture: What’s My Motivation?

THIS IS INSIGHTFUL… How do you influence culture?

From HBR.org online article

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Culture: What’s My Motivation?

The key to improving your culture is not focusing on culture, but instead focusing on systems that influence culture.

From HBR.org online article

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Building a People Centric Culture

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PEOPLE CENTRIC – CULTURE SYSTEMS People – Get the right people in the right roles (ex: hiring, onboarding, role design) Communication – Ensure people get the information they need (ex: meeting cadence, organizational design) PEOPLE COMMUNICATION MANAGEMENT PROCESS FOCUS

Management – Develop and challenge your people while holding them accountable (ex: management training, employee check ins) Process – Reliable, efficient, and effective processes that are constantly improving (ex: sales, marketing, production) Focus – Everyone knows what “winning” look like for the organization and for their own role (ex: strategic planning, goal setting) (C) 2015 People Centric Consulting Group

You need to build up all 5 to get a High Performance Culture

PEOPLE COMMUNICATION MANAGEMENT PROCESS FOCUS (C) 2015 People Centric Consulting Group

How People Centric Are You?

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How People Centric Are You?

SELF-ASSESSMENT PATHFINDERâ„¢ ASSESSMENT

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Key Takeaways • Culture Drives Performance • Great Companies are focusing on Culture • Help your people find more Play, Purpose, and Potential • Unleash your People Machine

• Improving your Culture means Focusing on Systems that Drive Culture • People, Communication, Leadership, Process, Focus

• You can Measure your Culture

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Takeaways?

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Where do Toxic Employees come from?

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Where do they come from?

Do you deliberately hire toxic employees?

OBJECTIVE: Toxic Employee with a bad attitude looking to sabotage an organization from the inside.

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Where do they come from?

A few people have been beaten down too many times and see authority as bad. These people are naturally toxic.

This does NOT describe most toxic employees. So where do most toxic employees come from?

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They Evolve!

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New Employee: I am so excited to be here. I hope I can contribute in a meaningful way.

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Engaged Employee: I think I know what I am doing. I will be successful here.

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THE INJUSTICE

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Toxic Employee: These people are idiots. I can’t believe they run the company.

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The Evolution of Toxicity

Some injustice occurs to the employee from their perspective

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The Evolution of Toxicity EXAMPLE An employee has an idea that she thinks will benefit the company.

The supervisor quickly tells her that the new idea won’t work.

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The Evolution of Toxicity

The employee creates a new “story� about the company. Once the new story exists, the employee looks for evidence to support the story.

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The Evolution of Toxicity EXAMPLE The supervisor gets a commendation from the owner in a meeting. The employee, still frustrated that their idea was shot down, is now upset with the company. If my supervisor doesn’t care and the company awarded them, then the company must not care.

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The Evolution of Toxicity The employee starts to tell the story. It is the only “power� the employee has. The toxic employee is recruiting.

Openly, Passively or Silently

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The Evolution of Toxicity EXAMPLE After the meeting, the employee grabs 2 coworkers and tells them, “Can you believe that guy? He shoots down our ideas so that he can take all the credit!”

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The Evolution of Toxicity

What caused the toxicity?

You did.

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PEOPLE COMMUNICATION MANAGEMENT PROCESS FOCUS (C) 2016 People Centric Consulting Group