“Organizational culture is
the way people think and
act. Every organization
has a culture, which
either works for you or
against you.”
“Developing the leadership competency to accelerate
the change effectively and then sustain the culture
over time is the never-ending role of leadership.”
Roger Connors and Tom Smith
Change the Culture, Change the Game
So:
How do you change culture in a way
that will get the results you want in
your district or school?
How do you do it quickly enough to
enhance the bottom line—to get the
results you want, to reach your
organization goals?
The culture produces the results.
If you need a change in results,
you need a change in culture.
Table Talk:
If everyone in your
district continues to
think and act in the
same manner as they
do today, can you
expect to achieve the
results you need to
achieve?
The current culture (C1) is
not a bad culture.
R1
R2
C1
C2
It’s simply a culture (R1)
that won’t produce new
results (R2).
To achieve R2, you must
create a new culture (C2).
The most effective culture is a
culture of accountability.
Accountability
A personal commitment to achieving the organization’s results.
See It. Own It. Solve It. Do It.
People who are habitually Above the Line accept they are
part of the solution.
Non-Accountability
A focus on what we cannot do rather than on what we can do.
Blame game. Victim cycle.
People who are habitually Below the Line do not get results.
THE SHIFT IN ACCOUNTABILITY:
A1 Actions to A2 Actions
1
A ACTIONS
People externalize the need for
change.
People wait to be told what to do.
People institutionalize BELOW THE
LINE excuses as accepted reasons
not to move forward.
People don’t get engaged and show
full ownership.
People focus on identifying
problems.
2
A ACTIONS
People internalize the changes they
need to make.
People take the initiative to figure
out what to do.
People stop makig excuses and
start asking, “What else can I do?”
People personally invest in making
things happen.
People focus on finding solutions.
Accountability:
Starring in the solution
What is the status of
accountability in the
current culture (C1)?
Accountability:
Getting caught failing
Results Pyramid
1. Define R2
Results
Actions
Beliefs
Experiences
2. Identify A2
3. Identify B2
4.
Provide
E2
Results
Actions
A common mistake: Working
with only the top of the
Beliefs
pyramid by attempting to change what people do
without changing the way they think.
• You get compliance,
but not commitment;
Experiences
• Involvement, but not investment;
• Progress, but not lasting performance.
Let’s jigsaw the Results Pyramid:
In your group of four, make each person
responsible for reading one part of the
Results Pyramid and for identifying the
“highlights” of that section.
Report to the rest of the group.
Consider how the Results Pyramid might
influence your planning for the
implementation of TPEP in your district.
Results
Culture
changes
one
person
attoo
a time,
and the
process begins
Confusion
about
results
is all
common
in organizations.
2
1. Define R .
with
gettinglicenses
each
and
every to
person
in the
Confusion
people
maintain
theculture
statusaligned
quo. with
2
2.2 Introduce R throughout the organization.
RConfusion
. Nothingkills
creates
accountability
more surely
the momentum
of and
any2 alignment
change effort.
3. Create accountability to achieve R .
than a clear statement of the results you want to achieve.
Actions
Ernest
Hemingway
“Never
mistake
motion for
action.”
Classic
Accelerating
mistakes:
a shift wrote,
in the way
people
act requires
a clear
Nothing,
absolutely
nothing,
gets
people
topeople
changeacting
the way
2
Clearly,
you
need
to
do
more
than
just
get
understanding
•Prescribing Aof what you to need to stop doing, what you need
they
act faster
than
getting
them
to change
the way
they
2 adopters
differently;
youand
need
to get
them
the right
thing
at the
to •Not
startsupporting
doing,
early
what
Ayou
needdoing
to continue
doing.
think.
right
time in only
a way
R2 results.
•Focusing
onthat
theproduces
Actions Level
of the Pyramid
The beliefs people hold significantly1 influence what they do
You cannot
The
question
bring
is not:
about
“Area current
change (B
in beliefs
) beliefssimply
right or
by wrong?”
asking
on a daily basis. Leaders must identify, honestly and
The question
people
to do something,
is: “Are theyalthough
effective?”
that
represents a good
1
completely, two kinds of beliefs:
B beliefs that are
Will the
start.
Toexisting
foster adoption
beliefs produce
of B2 2 beliefs,
the A2leaders
actions
must
needed
create
to
2
hindering achievement of R results and B beliefs that help
achieve the result?
experiences
that will convince people to think differently.
the organization move forward.
Beliefs
To
provide experiences
that will overcoming
help create
Changing
beliefs requires
2 beliefs, interpretation
Experiences
createshould:
beliefs and
that drive
B
leaders
selective
beliefactions
bias.
that,
in the
turn,
produce
results.
• Plan
It change
Thisbe
means
well
planned
experiences
will
We must
we
want
to see happen.
• Provide
often
requireIt“interpretation”.
• Ask About It
• Interpret It
Experiences
My take-away is. . .
How might we use
the Results Pyramid to
plan and implement
TPEP in our district?
Results
Actions
Beliefs
Experiences
We cannot direct the wind,
but we can adjust the sails.
Dolly Parton