spotlight

Enjoy Senn Delaney's latest newsletter. This issue features our latest CEO view from the top video on leading culture with Children's Hospital of Wisconsin CEO Peggy Troy. She discusses creating the ‘At Our Best' culture to align and engage all areas of the health care system. The shift from a functional business model of services within 13 different divisions to an integrated delivery model was aimed at realizing the purpose of having the healthiest kids in the nation.

Dr. Larry Senn's latest article on CultureUniversity.com examines a critical strategy that many companies overlook as they seek to survive, grow and regain competitive advantage in the face of disruptive change: creating a culture of agility.

Culture matters. Check out these client case studies that demonstrate the strong link between a healthy culture and business performance.

key principles of culture shaping

CEOs and leaders must focus on four key principles to successfully transform organizational culture

Cultures happen by default or design. Leading the culture of the organization is a critical factor in effective execution of your strategy. At best, the corporate culture can be a competitive advantage; at worst, it can be a significant drag on business results. Shifting a culture requires a complete and comprehensive system of change, with an awareness of and a focus on four key principles. They are explained in more detail in this video and below.

Watch video of Senn Delaney CEO Jim Hart discussing the four key principles leaders must focus on to successfully transform organizational culture



Four key principles of success culture transformation

Purposeful leadership
  • The CEO and senior leadership must own and lead the culture-shaping process.
  • Leaders need to have a clear, compelling purpose for themselves and their organization, coupled with a strong business rationale to inspire a Thriving organizational culture.
  • The process needs to be supported by resources and a systematic execution plan, like any other business strategy.
  • Leaders cast a powerful shadow; therefore, the culture needs to be explicitly defined via values and behaviors and modeled by the senior team.
Personal change
  • People need to unfreeze existing habits and make personal behavior change. This occurs on an emotional (not intellectual) level, can only develop through insight-based learning, and is best accomplished in natural work teams to shift thinking and reinforce change.
  • People need to understand the purpose/reason for shaping their culture. They need to be clear on the “from and to” of the journey. They need to understand what's in it for them.
Broad engagement with energy, momentum and mass
  • Cultures often resist what they need. Momentum, energy and critical mass are needed to engage all employees. The faster people are engaged in the process, the higher the probability the culture will shift.
  • A broad group of active, visible leaders need to engage all employees, top to bottom, in shaping the desired culture. (Leaders leading leaders.)
Focused sustainability
  • Systematic reinforcement is needed at the individual, team and the organization level.
  • Institutional practices, systems, performance drivers and capabilities need to drive toward the desired culture — including, but not limited to: communication, training, measurement, rewards and reinforcement, performance management and HR practices, and physical layout.
  • Visible application, measureable results with feedback and coaching, rewards and consequences are needed to make the culture real and create accountability.