Embedding a positive culture after periods
of change
Anthony Vuleta, CEO, Town of Victoria Park
The Town of Victoria Park
Agenda for the day
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Where we were
What we went through
What we did
What we achieved
Where we are going
The Vic Park Story snapshot
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Established 1994
Retiring CEO
Executive concerned with culture
2009 Started with 360 degree feedback on Executive, Cultural
Journey started
New CEO arrived, six-nine months to convince of the need for
change
Cultural change program commenced
Structural changes occurred
CEO left
Acting CEO for 18 months as a result of Reform
Post reform a New/Old CEO  what’s he gonna do?
What is organisational culture?
How we do things around here…
The messages people get about …
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How they should behave
What we value and emphasise as important
What we ask people to focus on
What we reward / what we punish
What happens when we make a mistake
What we encourage /what we discourage
Culture and Climate
What’s the Difference?
Climate...
what is
above the
surface
Culture...
what is
below the
surface
Examples of culture ….
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How many signatures you need before you can implement a
decision
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Punctuality – is it ok to be late?
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How long it takes to make a decision
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How much employees can influence decision making
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Energy and enthusiasm in a place – the ‘Pulse’
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Whether people help each other out or just do their own thing
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How hard it is to get new ideas implemented
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How performance is rewarded/ how non-performers are managed
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What happens when someone makes a mistake
Change curve
First shot at Vic Park
How we measured it?
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Gut feel to start with
Needed some tools
Needed a method
Needed the language
The Tools
• Human Synergistics tools (LSI & OCI/OEI)
• Most widely used, well researched tool for measuring
organisational culture in the world
• Used by seven out of the eight ‘Ivy League’ colleges,
321 of the Fortune 500 companies and all of the Top
10 Fortune 500 companies
• Many elite sporting teams
The OCI Measures
Constructive Styles
Pursue a standard of excellence
Maintain personal integrity
Be supportive of others
Cooperate with others
Aggressive
Defensive Styles
Oppose new ideas
Play politics to gain
influence
Compete rather than
cooperate
Appear competent and
independent
Passive Defensive
Styles
Go along with others
Not rock the boat
Please those in positions of
authority
Wait for others to act first
An organisation (OCI)
ORGANISATIONS N = 2,500
22%
Organisations
 30% higher satisfaction
 80% higher role clarity
 31% more adaptability
 31% higher quality/service
78%
Organisations
 60% more stress
 70% higher job insecurity
 13% more likely to leave
The cultural gap in most organisations
ORGANISATION
INDIVIDUAL
Reaching full potential: Individual and
Organisational
Beliefs
Values
Attitudes
Experience
Commitment
Empowerment
Actions
Skills
Competency
Training
Decisions
Plans
Shared Values
Shared Aspirations
Norms
Cohesiveness
Ethics
Myths & Legends
Policies and
Procedures
Goals/Targets
Processes
Resources
Org Development
INVISIBLE
(Unseen)
VISIBLE
(Seen)
Method
“Objective is to reach our Potential – A high performing team”
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What’s the problem – assessment (LSI, OCI, OEI)?
All of the Executive need buy in
Values alignment
Coaching
Training
Leading by example
Cross-functional Cultural Optimisation Group (COG)
Communicating
Challenging each other
Measuring the effect
Focussed effort on the gaps
And keep doing it…..
Language
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Blue, Green and Red
Constructive discussions – “the orange”
Internal locus of control – “tail-gating car”
Seek to understand
On the court or in the stands
Vibrant Lifestyle, PIC, CAFE
Fight or flight
View + Action = Result
Quality solution + Acceptance = Effective Solution
Authenticity
Feedback – criticism or gold?
The Town of Victoria Park
“What we wanted to be”
July 2009
Preferred Culture
Circumplex; N = 4
2009 OCI/OEI Results
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Lowest performing causal
factors
Use of rewards
Employee involvement
Goal clarity
Articulation of mission
Creating a meaningful, shared vision
(Articulation of Mission)
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Vision - Vibrant Lifestyle
Mission - Creative, Attractive, Friendly, Environment (CAFÉ)
Values - Positive, Inspirational, Caring (PIC)
Collaborative process (employee involvement)
Organisational rebranding and restructure
For example, Business Life, Community Life, Future Life, Built
Life and Renew Life
Consciously chosen culture that
flies in the face of the actual
culture = PIC
Initial
Culture
Preferred
Culture
Program Scoping and
Planning
PIC Creation and Alignment
PIC Team
Meetings
COG
Appraisals
PIC Launch
PIC Awards Ceremony
PIC Promotional
Material
LSI 1 & 2 for
Leadership Team
OCI/OEI Time 1 &
2
Staff Satisfaction
Excellence in
Leadership
Programs
Individual and
Group Leadership
Coaching
Cert IV in
Leadership and
Management
Integration of PIC
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COG - Culture Optimisation Group
Reward and recognition - feedback, BlueLive,
Refresh day and spontaneous
Performance management - SDR alignment
Business acumen e.g. WCE deal, Belmont Park,
Local Government Reform
Conflict resolution - constructive model
PIC
Lessons Learnt
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Vibrant Lifestyle
Culture – foundation of all we do
Need to create the right environment for change
The power of cross-functional teams
Everyone needs to hold each other to account
Need to keep it fresh - momentum
Communication
Systems focus is also required
2014 Retest- Transformed
2014 Human Synergistics
Transformation Award
1 of 3 awarded in Australia
and New Zealand
Culture = Performance
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Increased staff satisfaction
from 58% in 2010 to 91% in
2014
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Improved resident
satisfaction from 68% in 2010
to 73% in 2012
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Reduced staff turnover from
24.12% in 2009/10 to 14% in
2013/14
Change curve
‘Reform’
Welcome down to South Park
Arranged Marriage
Lessons learnt
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Two different Cultures - needed alignment
Created sense of urgency
New vision created
Gold Rush
Communication critical – keep the staff feeling safe
Facilitation needed to keep moving forward
Trust, ego, posturing, acceptance, roller-coaster ride.
Difficult discussions – constructive model
Positive approach
Plan A and Plan B
Both partners need 100% commitment
Using the tools – change management plan
Change Management Plan
Change curve
No reform
Ding-Dong the Reform Witch is dead
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Then what?
Where to from here
Refresh Day
Burning platform
‘On the Bus’
Transforming Vic Park
Operational reviews
One team approach
Whole of organisation approach
Start working on the seen – more with less
Transforming Vic Park five year plan
The importance of leadership
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A dead fish rots from the head
Need to hold people to account
Being authentic
Not about perfection, its about potential
People need to believe change is possible
Hold the vision, embed the values, influence the people, create a
pathway
Be quietly disruptive and nurture innovation
Empower the people to make the change
Make the change or make the change sooner rather than later
This is not a one-shot job, it is ongoing.
“Engage and they will follow. Empower the people and they will lead.
Lead the people and they will exceed your expectations.” (quote A. Vuleta
CEO ToVPK)
#winnerwinner
The End…. Or is it the beginning?