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The purpose of the IT Leaders Council is to bring together IT Directors and Managers for leadership training, educational content from guest speakers, and peer discussions in a vendor-free, collaborative environment. IT Leaders Councils are currently offered in Indianapolis, IN and Columbus, OH, with more cities coming soon!
00;00;00;00 - 00;00;23;23
Speaker 1
Those of you who have heard me talk about culture in the past, it's been all about me, what I was doing, how we made it better and the outcomes. But today I'm going to talk to it in terms of view and hopefully help you understand better what it is, how we go about doing it, who goes about doing it and then what.
00;00;24;00 - 00;00;40;00
Speaker 1
What does success look like? But I want to start by asking a few questions so who can tell me why it's important to create a great culture?
00;00;40;02 - 00;00;44;06
Speaker 2
Sure has. It makes people want to come into work. When I do the job.
00;00;44;08 - 00;00;47;08
Speaker 1
They just Google close. Sure.
00;00;47;13 - 00;01;05;24
Speaker 3
It's very important to set boundaries, to be able to motivate and inspire everybody and organization to set out into the direction of why a strategic vision and a why I'm doing it that out in really. Sure. And also for retention after a certain portion of the prize. Right.
00;01;05;27 - 00;01;07;07
Speaker 1
Anybody else? Sure. Right.
00;01;07;10 - 00;01;11;14
Speaker 3
People who are engaged are productive. A normal activity.
00;01;11;17 - 00;01;51;15
Speaker 1
Thank you. Well, provision turnover and turnover. Okay. Those are all good answers. But why do we care about those? I love about them. Okay. Thanks, Andy. And I'll build on that. Yes. And at the end of the day, it's about performance. Creating a great culture is about performance. If you're not getting better performance, I'm not exactly sure why you're doing it, because sooner or later, somebody is going to ask you, why are you spending all this time and money and I can't see outcomes.
00;01;51;17 - 00;02;03;03
Speaker 1
So if that's the case, can anybody tell me what's the one thing they've done recently to create a great culture where they are.
00;02;03;06 - 00;02;04;16
Speaker 3
With art.
00;02;04;18 - 00;02;05;18
Speaker 1
To where they.
00;02;05;21 - 00;02;08;07
Speaker 3
Were? Sorry.
00;02;08;09 - 00;02;16;02
Speaker 1
Sure. Sanjiv. Empowerment of people. And what does that look like? Let them make decisions.
00;02;16;05 - 00;02;27;16
Speaker 4
Ask their opinion, build example. Go against the grain. You do that, but let them achieve what they want to do, which it's in it. And what's in it for me?
00;02;27;19 - 00;02;30;14
Speaker 3
Make it a them.
00;02;30;16 - 00;02;34;05
Speaker 1
Anybody else.
00;02;34;08 - 00;02;37;10
Speaker 3
Right where they are and give out the skill levels.
00;02;37;13 - 00;03;06;13
Speaker 1
Of skill level. So that's a good concrete action. Yep. Yeah, that works. Well. Every workplace already has IT culture. You all have. The question is, is it intentional or are you really mindful about it or is it just the way it is? Because I've seen both. I think lots of organizations can point to consistent values. They start with the values factor.
00;03;06;13 - 00;03;25;25
Speaker 1
You can probably find the poster in the lobby, but how many organizations have consistent habits, behaviors and messages and performance from top to bottom? Anybody here have one of those cultures? I'll stand.
00;03;25;27 - 00;03;26;07
Speaker 3
Here.
00;03;26;07 - 00;03;27;03
Speaker 1
I'll turn this over.
00;03;27;03 - 00;03;30;07
Speaker 3
To you.
00;03;30;10 - 00;03;41;01
Speaker 1
And maybe that would be better idea. So since you guys have done it, let me ask you this. What is the challenge with creating great culture?
00;03;41;04 - 00;03;54;25
Speaker 2
Well, if there is a talent, that's it's unique challenges because all of us as humans are unique. So that and there would life if you hadn't if I had one answer it would it be the uniqueness of our people.
00;03;54;27 - 00;04;22;06
Speaker 1
Right. Right. Well, today we're going to talk about what it takes to create a high performance culture, which I would argue in most cases. That's what it's about. I can when I was at Ascension Health, probably it wasn't about this. It was about caring and faith based. However, most of us are in situations where if we're going to work on culture, somebody is going want to know how that's improving results.
00;04;22;09 - 00;04;55;03
Speaker 1
So what is culture? When you look at that circle and all of the forces on that circle, is that what culture looks like to you? It's a collection of all of these norms, some of which are written out, maybe honor principles, values, others are unwritten. And you just have to learn through experience with your organization. But it's also not just about the behaviors that you're encouraging, it's also the behaviors you're not willing to tolerate.
00;04;55;06 - 00;04;58;29
Speaker 1
In my own personal experience, that's where I see a lot of this.
00;04;59;01 - 00;05;00;23
Speaker 3
Wow.
00;05;00;26 - 00;05;31;12
Speaker 1
A lot of this breakdown. So what does it take to achieve consistency across all of this all the way through the organization? One way to look at culture and this is through the lens of Cameron and Quinn's four cultures, and they've they've broken it out in two competing forces. The internal focus and integration versus external focus and differentiation and flexibility and discretion versus stability and control.
00;05;31;18 - 00;05;51;01
Speaker 1
And when you combine those into four different things, they're calling them clans, ad hoc resources markets and higher priority, I guess, is where we all fit in our organizations. In one of these four, maybe two, you're not understanding that that's what that culture is. You're thinking of it in lot of the things.
00;05;51;01 - 00;05;54;16
Speaker 3
You just described to me.
00;05;54;19 - 00;06;28;08
Speaker 1
Another way to look at it, but another way to look at it is through values. You can see the list of eight culture types. If you will, here. The interesting thing here is results in caring at the top. And then way down the list is the last six. And the interesting thing about those top two is they stay consistent across all kinds of organizations, cultures, cultures, as redundant, but they're they're pretty consistent across industries.
00;06;28;10 - 00;07;00;22
Speaker 1
And then what you see in the bottom six, those can vary depending upon the particular situation that the three big places are actually for. So I started in a G.E. divestiture. We all know GE was based on the the celebrity CEO culture, if you will, back in those days. Then I went to Sony. Sony was based on quality, although I would say the entertainment division did a good job of separating themselves from.
00;07;00;22 - 00;07;01;19
Speaker 3
That being fair.
00;07;01;20 - 00;07;04;25
Speaker 1
But Ascension Health was all about here and.
00;07;04;27 - 00;07;06;20
Speaker 3
Took.
00;07;06;22 - 00;07;20;20
Speaker 1
And then now United it was it was all about results. So it's been pretty consistent. Now what would you all add to that list?
00;07;20;22 - 00;07;21;23
Speaker 3
Sure.
00;07;21;25 - 00;07;45;16
Speaker 2
Our number one thing is unmatched experiences, both for our clients and for the people we work with. So if I have a companion, well, I call them spirit. Me. Am I here? Because that to me is it's it's all about we want everybody to be happy at the end of the day, happy. On that note, whatever the frame is, we want those unmatched experiences to be felt internally as much.
00;07;45;18 - 00;07;47;13
Speaker 1
Is that the one thing?
00;07;47;15 - 00;07;58;03
Speaker 2
Well, Leslie, we were thinking of it sat down. I mean, it's it's our founding members that send very created unmatched experiences as the reason why we this it's literally I call it progress.
00;07;58;08 - 00;07;59;16
Speaker 1
Mm hmm.
00;07;59;18 - 00;08;20;01
Speaker 2
So when I interview when we talk about what we do, that comes up and sure, sometimes people are like, that's some marketing speak. As a marketer, I thought that when I was interviewing myself and then it turned out it's very real. We also Mid-South Indianapolis had about 55 unmatched experiences that we put in our portal last year to document what we're doing.
00;08;20;01 - 00;08;30;03
Speaker 2
And I go there sometimes for my own inspiration. Like what Cincinnati to I, Chicago do, and there's great ideas and great ways to serve others. And that's as I know.
00;08;30;03 - 00;08;46;02
Speaker 3
I think it works two ways. It's I mean, so the way I make sure the experience is for us, it's a great point because of that, we're able to provide a measurement system. Yeah, great.
00;08;46;04 - 00;08;48;08
Speaker 1
Anybody else? That's a good one. That's hard to.
00;08;48;08 - 00;08;50;29
Speaker 3
Follow.
00;08;51;01 - 00;09;06;09
Speaker 1
You can definitely see how that trickles from the top all the way through. The people are thinking about it in their interactions about, which is the clients, but with each other. That's great. Yeah. And any other examples?
00;09;06;11 - 00;09;34;24
Speaker 1
Okay. I like to think of it this. So the real question is to me, is your culture helping you perform better or is your culture actually an obstacle to great performance? So let's see from the show of hands how many people in the room say their culture actually supports Great, great performance?
00;09;34;26 - 00;09;36;22
Speaker 3
Wow, that's probably more.
00;09;36;22 - 00;09;46;10
Speaker 1
Than I expected. So how many of you are in a culture where you feel like it is actually in the way in brain performance.
00;09;46;12 - 00;09;47;03
Speaker 2
And.
00;09;47;06 - 00;10;14;04
Speaker 1
Opportunity? All right. So not unusual. I'm actually surprised at how positive those results are. So that's maybe because we're in Indiana. I'm not sure, Mike, my experience on the coasts, but so much. All right. So the key metaphor that we're going to talk about here with the FOO is the building of a high performance culture, is the chocolate fountain in I don't know.
00;10;14;06 - 00;10;39;18
Speaker 1
Makes me hungry, too. But that's because it's it's all about the top leader down. So I'm sure that many of you are in situations just like I've been throughout my career, which is you're in an organization where either your boss or the CEO isn't all that big. The culture doesn't really care about it, doesn't see how it translates to results, but you think it does.
00;10;39;21 - 00;10;48;06
Speaker 1
Is it possible for you to create your own culture inside the larger organization?
00;10;48;09 - 00;10;50;04
Speaker 3
Yeah. Yeah.
00;10;50;06 - 00;11;18;10
Speaker 1
I think so. And by the way, from my own experience, nobody's going to stop you from doing that. And when you start getting really great results because you've invested there, they're going to ask you how you did it. It's the and maybe best part, they're going to support you. So before we get into how to do it, let's talk about the big reasons people are making mistakes on this and it's not going as well.
00;11;18;13 - 00;11;23;28
Speaker 1
So there's nine of them before we get into what to do. So the first one.
00;11;24;00 - 00;11;24;26
Speaker 3
Is.
00;11;24;29 - 00;11;44;12
Speaker 1
Senior leadership. Leadership team invests in marketing firm is going to create a bunch of fanfare and sizzle about what we're going to do and expect everybody else to do work well. If employees are too smart for that, they get too cynical. It's another thing that we're going to invest a bunch of money in and it's going to be flame out and we're going to move on.
00;11;44;15 - 00;12;01;28
Speaker 1
And if you try again, they're just going to be even more cynical. This is my favorite. And they go off for the senior leadership team, goes off to an exotic location. And while they're playing golf and I love his golf.
00;12;02;01 - 00;12;04;16
Speaker 3
And he's.
00;12;04;19 - 00;12;33;04
Speaker 1
Not sure where they took this, but they have this epiphany of what the culture should be. And they're going to come back and they're going to deliver it to the organization. And say, here, do this. That doesn't work either. Or They come back and they say, We got this great idea, but you guys go first. We get things to do that again creates a single employees.
00;12;33;06 - 00;13;03;20
Speaker 1
Because to be successful in creating a high performing culture, the leaders have to go first and they have to look at their own behaviors and they have to understand what about my behaviors is positive in the culture and what about my behaviors are in the way and they've got to start making the changes first. Most senior leaders don't want to be bothered with this kind of stuff because first of all, they suffer with the level of vulnerability that's required and they don't want to do the hard work anymore.
00;13;03;20 - 00;13;31;29
Speaker 1
Another one that's famous to press the easy button and buy somebody's book and implement their culture. This, again, is is. I learned a lot about some other things lately. Just because it worked for Toyota does not mean it's going to work for you. It's got to be coming from inside your organization and what's important to you. You can see that United we did a version of this, but probably a little more informed.
00;13;31;29 - 00;13;55;16
Speaker 1
It wasn't a single company, but we did try to import that. I think this one's even worse. It's much like it's still press an easy button, but you create chaos because you kind of pick one from here and one from here and one from here and implement it and try to get the results. I think it's just another way to avoid the hard work of creating and culture.
00;13;55;18 - 00;14;13;16
Speaker 1
I want to stop on this one for a minute because I think we recognize this one in this room a lot. So I'd like to ask you, why do you think this is a problem? Oh, it's it's like.
00;14;13;16 - 00;14;20;14
Speaker 3
A Band-Aid that doesn't really address the growing calls. Yeah. Yeah.
00;14;20;16 - 00;14;24;09
Speaker 1
And why has it become so popular? You go ahead.
00;14;24;11 - 00;14;36;14
Speaker 2
Well, I would say to say it in our work, if you use it too often and you're not defending your hatred, then your view, this is all actually working. So they put it out there. But you can't we can't touch it very often.
00;14;36;17 - 00;14;37;11
Speaker 3
Because it's wrong.
00;14;37;13 - 00;14;39;10
Speaker 1
That's the base which.
00;14;39;13 - 00;14;50;22
Speaker 3
Has an income growth. It's also easy. You write a check, you buy some stuff that way that everything go back to what they were doing. So it is not really real. It's about, yeah.
00;14;50;24 - 00;15;22;14
Speaker 1
What about this is actually leading to good performance. I mean, everybody needs brain medicine. That's a reality. And maybe these are good breaks, but mistaking it for your culture. But I think is really the point here. And the next one is turning a virtue, a virtue into a weakness. And to me, this is just overusing something that you're already known to be good at.
00;15;22;17 - 00;15;30;16
Speaker 1
An example for me was I had a boss ask me once, Have we taken Agile too far?
00;15;30;18 - 00;15;38;08
Speaker 1
And and I didn't just say no. I said Hell no. But if you want to hear the more colorful version that story, just buy me a beer.
00;15;38;10 - 00;15;39;24
Speaker 3
And.
00;15;39;26 - 00;15;41;24
Speaker 1
Share.
00;15;41;27 - 00;15;45;19
Speaker 3
The food. Oops.
00;15;45;22 - 00;16;11;04
Speaker 1
This is another big one. This is where the leaders and the and the rest of the organization are on a different page about culture. They're the leaders are sitting over here thinking, we got this culture thing. Not in by the way, it's about them. It's not really about me. Well this can bring the entire culture down. We saw the same thing about maybe the challenge with the United with 350,000 employees and growing.
00;16;11;11 - 00;16;39;16
Speaker 1
Maybe this gap is always going to exist because you can't touch everybody all the time, but you start seeing evidence of leaders getting promoted so that, you know, our operating on the cultural principles and values. John and I did culture workshops all the time. We were certified culture facilitators, and this was one of the main questions people ask, Well, what do we do if Leader X is not operating within the culture?
00;16;39;18 - 00;17;03;14
Speaker 1
So this is a huge one, and if you're not rigorous about it, it can bring the whole thing down. And maybe the other reason the idea is the CEO that launched this whole journey was two CEOs ago, I think the next to see it differently. But I thought about this even when Sanju was talking about 50% of the time we do things and we don't get them done on time.
00;17;03;14 - 00;17;28;17
Speaker 1
On budget. Is that about performance or is that about We just haven't figured out these things are hard and take a long time and give realistic expectations. The culture is another one. Our united example here is called the United called it a 30 year journey, so there is no easy button to culture it. It's it's hard work and takes a long time and you have to stay committed to it.
00;17;28;17 - 00;17;55;05
Speaker 1
So if you think it's a three month effort, I hope your organization is five people again. So if that's what not, let's not be too, you know, how do we do this? Well, fortunately, there is a there is a way to go about this that will work. But the very first thing you've got to deal with is why and it can't be a superficial why this has you got to go deep with this one.
00;17;55;08 - 00;18;22;27
Speaker 1
And until you get to the root and until somebody says, well, it's about our organization performing better and being here five years from now instead of going away, you haven't gotten to the to the real Y. It's not just to put a marketing brochure in front of your organization. This is real, and it has the ability to sustain your organization for ever.
00;18;22;29 - 00;18;48;13
Speaker 1
Here's another one that's important. Lots of people think culture is a fuzzy term. They're like, This feels too touchy feely to me. I don't get it. You need to get very specific when you're talking about what your what you want from your culture. And it needs to talk about the behaviors that you're expecting throughout. And you define those behaviors and habits all the way down.
00;18;48;16 - 00;19;19;08
Speaker 1
And then you need to probably most importantly, how are you going to measure it? How are you going to know? Another thing that'll bring the culture down is your spending, because this takes a lot of time and effort. If you can't prove that it is impacting performance in a positive way, it's going to disappear. I think your guy's example of the great experience that's going to sustain an organization over people who don't care about that stuff for a long time.
00;19;19;10 - 00;19;41;26
Speaker 1
So getting specific, this isn't about the ping pong table we saw earlier. This is about you could say, well, if we have that, we're going to attract and retain great talent. And if we attract and retain great talent, we're going to be able to do the things our competitors can't do, which means we're performing better. We're going to be here ten years from now, and but the others might not.
00;19;41;29 - 00;20;10;15
Speaker 1
That's why we're doing this really important. The top leaders have to go first. They are the ones that set the tone, not only are they having to be honest about their own behaviors, what's what's helping, what's hurting, but they've got to start creating new behaviors and other people have to be able to see what they're doing, because that's that's what's going to set the tone.
00;20;10;16 - 00;20;20;05
Speaker 1
And when you take a look at that, all this work that your top leader has to do first, what challenges do you see?
00;20;20;07 - 00;20;22;19
Speaker 3
The busy people.
00;20;22;21 - 00;20;24;20
Speaker 1
Busy people are.
00;20;24;22 - 00;20;27;10
Speaker 3
Exposed to Starting.
00;20;27;16 - 00;20;55;22
Speaker 1
Takes time. So you can imagine the level of commitment your top leader has to have to culture if they're going to do this and if they're not going to do this, you can't know where this is going. So how do they model their modeling this thing in terms of their attitudes and their behaviors and so on? But they're also doing it in terms of what they're not tolerating.
00;20;55;27 - 00;21;22;19
Speaker 1
So the leadership shadow concept to me is huge. What leadership shadow are you casting on? Not only the behaviors that you want to be replicated throughout the organization, but what behaviors are you not tolerating? I love the phrase what you permit. You promote. So if you're looking at a behavior that you don't think fits in the culture, if you wouldn't promote that beauty, why are you permitting it?
00;21;22;21 - 00;21;40;16
Speaker 1
Make it makes for some tough calls once in a while. Oh, but what strikes you about these questions?
00;21;40;19 - 00;21;42;09
Speaker 3
So I brought you.
00;21;42;11 - 00;21;53;20
Speaker 1
A lot about you. Yeah, I'm not talking about. I want you to do this. It's coming back at it. I'll go.
00;21;53;23 - 00;22;10;07
Speaker 3
I've always thought the culture is that you can't change the culture. You can only change yourself and influence the culture driving you lead it, but you can't force the change. You change yourself. That's the only real change you can make. Yeah.
00;22;10;09 - 00;22;36;03
Speaker 1
That's a good point. Made starts with you. All right. When you look at this one, your cultural values need to be supported by the your your systems and structures in the organization. And I like this one because I think that people don't necessarily think of this when they're talking about rolling out the culture. It's the whole support system that keeps it going.
00;22;36;05 - 00;22;59;05
Speaker 1
You see things like recruiting. Why would you recruit and hire somebody that you know doesn't fit in your culture? You started with a problem and you can eliminate that. I'm just not hiring in the first place. Any insights that you have on this slide, what what strikes you about this?
00;22;59;07 - 00;23;23;23
Speaker 3
I think it's good that probably that's something that's really key to what we do, and that is it shows not already up there. So cold eyes like others see it, but it's just different regular feedback and really promotes much of what you're doing.
00;23;23;26 - 00;23;51;17
Speaker 1
Yeah, I would like to replace this line with that. I mean, yes, you make it into performance management, but to your point, Tony, that's the stuff that happens every day, every day. Yeah. Right, right. Yeah. I wish we go there in general. Nobody likes it. We keep it. We're addicted to doing it. Then you get to the point of communicating it.
00;23;51;20 - 00;24;27;17
Speaker 1
The leader has to start with their own. And when when when the leader is starting to demonstrate behaviors that people are seeing different, like why is acting different? Understand what the once that leader is sure that they've got the behaviors that they want to model. Now it's time for it to start going to their direct reports. And you can do that in a combination of one on one meetings where a little bit like what Tony's talking about, it's not just feedback, it's also setting expectations specifically.
00;24;27;19 - 00;24;51;04
Speaker 1
These are the behaviors I expect from you and here's the outcomes I think we'll get from that. And then obviously when you get into a team setting, it gives you the opportunity to spread the message more consistently. One of the things that that I got from the chocolate found is that leader, that top leader isn't just handing off to the direct reports and going, I'm out.
00;24;51;06 - 00;24;59;21
Speaker 1
That top leader is working all the way down the organization to ensure that the consistent behaviors and habits and values they care about.
00;24;59;23 - 00;25;00;16
Speaker 2
Are.
00;25;00;19 - 00;25;16;14
Speaker 1
Are what's in place. Anybody here having conversations like this in their organization? What do they look like? What does the conversation look like?
00;25;16;16 - 00;25;49;19
Speaker 3
So are conversations, are we we have to read what we call feedback manager leadership role and and coaches that facilitate, you know, conversations about performance, our culture, about why things are working, why things are we look at what we might want to do and here but ultimately they read clear we're really good at you know trying to point people.
00;25;49;19 - 00;26;09;06
Speaker 3
We're too bothered about what we don't do. And, you know, so we have a myriad of conversations about why what to do with our employees. I think that's how we make things so sure idea of work for us.
00;26;09;09 - 00;26;16;04
Speaker 1
So you talked about a feedback manager or coaches. This is different than their leaders.
00;26;16;07 - 00;26;18;13
Speaker 3
Yeah, because we we have.
00;26;18;15 - 00;26;19;12
Speaker 2
As you said, with me.
00;26;19;14 - 00;26;48;29
Speaker 3
Yes, right. We have we have a free ride. So I guess it's a tough organization. And so, you know, any number and I'm a project of going through the situation that's going on. You know, we do have some level of hierarchy there. But the reason why we have a Kemba Fried operation. So the idea that makes sense for her, try to get me and everyone on me I mean at the same.
00;26;49;02 - 00;26;51;07
Speaker 2
Frequency and they.
00;26;51;09 - 00;27;01;01
Speaker 1
Yeah I thought about it from a flat organization perspective that if you're missing a lot of the hierarchy that would be pushing this down. So you're kind of got it out there.
00;27;01;01 - 00;27;25;12
Speaker 3
It's all about that every day for doing so. Yeah, there are daily days you break bread before you are in position for science. He has some people to to work with regularly on all of the every day feedback aspect is what's really shaped big loads. Part of my recovery is so large, it's people on projects all over the place.
00;27;25;14 - 00;27;51;13
Speaker 3
And so we have to talk, we have to know what's going on and then it's better to know what's going on with my work. But only waiting six months down, some, you know, a mid-year review and you can then find out, you know, you can do it very well. Yeah. So every day being back is to grow. Courtney And that's pretty much of a constructive overall feedback management.
00;27;51;13 - 00;27;52;03
Speaker 3
Yeah.
00;27;52;05 - 00;28;09;01
Speaker 1
Yeah. I think this has anything to do with you guys. Just the best place to work building. Yeah, I think there might be a connection. Yeah. Thank you. Anybody else.
00;28;09;04 - 00;28;17;25
Speaker 3
Is hard. In fact, a little Russell Delaney, who teaches our I.T. Leadership boot camp at his earliest, gave me his delicate concern.
00;28;17;27 - 00;28;52;11
Speaker 1
Yeah, Yeah. So you can do something about it, but it's early and. Yeah, so once you've done once the top leaders gone to their direct reports, the direct reports are going to their level. This just keeps going until it reaches all the way to the front line where everybody understands very, very clearly that within this culture, these are the specific habits, behaviors, the messages we send, how we do stuff and so on.
00;28;52;14 - 00;29;13;25
Speaker 1
So this is the overview of what we just went through this this is the plan or the roadmap of how one goes from, Gee, it would be great to have a new culture that leaves informants and there's no easy button. The journey to a great culture is not for the faint of heart. It's for people who are willing to commit to a long, arduous journey.
00;29;13;25 - 00;29;37;11
Speaker 1
And the reason I would call it arduous is you're reinforcing so often what these behaviors are and what the stuff is that you're not going to tolerate. And you know how long behavior change takes. It doesn't happen overnight. And if you go all the way back to that first slide and all of the norms we were talking about, you can't change behaviors across all of those norms all at once.
00;29;37;13 - 00;30;06;25
Speaker 1
It's going to take time. And you need to be you need to be mindful about so I can't emphasize this one enough. We saw this at United. I think we got into some difficulties with the culture program because you couldn't point to this performance, went from here to here. And the culture is why. And when somebody says, why is that?
00;30;06;25 - 00;30;29;19
Speaker 1
And you could go down through a list of these are the these are the new behaviors and how we got there, your culture program will fall apart if you can't very specifically talk about what that work is doing and how performance is improving. So figure out what it is, how often you're going to do it, which what are the measures of behaviors?
00;30;29;19 - 00;31;03;19
Speaker 1
What are the measures? Patterns? How often are you going to figure that out? And you can and then when you figure it out, what are you going to do with it? I think publicizing it, you can't celebrated enough because you got to get some momentum going and keep it going. All right. So I hope it's clear ish that what this culture journey is about, who's doing it, how we're doing it, why we're doing it, and what it takes to make it happen.
00;31;03;19 - 00;31;25;07
Speaker 1
And then, like I said, most importantly, how are you going to measure it? I didn't give you the exact measures because they're important to you. The big lesson I learned through reflecting on this from your perspective rather than mine, is just because what I did at United really worked for my team. It's not going to work for years, so we could figure that out together.
00;31;25;09 - 00;31;41;22
Speaker 1
So if creating a high performance culture is interesting to you, I'd love to talk to you more about it and dig deeper into some of this stuff. Before I shift gears, any questions on creating a high performing culture?
00;31;41;24 - 00;31;49;14
Speaker 2
So are you able to share any number of beat performance indicators that you use for your team go to?
00;31;49;17 - 00;32;22;15
Speaker 1
Yeah, I can make it easy. So I actually believed Agile was my culture in it. Now, I didn't divorce it from United's values and principles. They were integrated. But those those values and principles didn't drive habits and behaviors and consistency of performance all the way through the organization. But if you take Agile seriously, it will. And another way to look at it is investing in an operating model.
00;32;22;17 - 00;32;54;25
Speaker 1
So the metrics became what's my velocity looks like, what's my, you know, perfect implementation rates look like, what's my whip look like, What does the prioritization look like? How do those things now become the measurement of your culture? Because Agile was the culture, but Agile based on five core values and 25 principles that were part of the broader culture.
00;32;54;28 - 00;33;07;13
Speaker 1
We had. What other people were experiencing 25% turnover, we hit 2%.
00;33;07;16 - 00;33;22;17
Speaker 3
Who else go to take a different lens? Zero. The KPI, a relic and cry are a key risk indicator. What were some things you saw as educators that were headed in the wrong direction?
00;33;22;19 - 00;33;31;06
Speaker 1
I don't think there were any indicators per se, unless you want to talk about Agile. I'm thinking broader culture. So which level do you want to.
00;33;31;09 - 00;33;45;02
Speaker 3
Go by broader culture to be? KPI is what we're doing performance wise. But if we're I have agree, how do we know what I had read? I think know.
00;33;45;04 - 00;34;15;14
Speaker 1
In some ways I think we were at the red. We go back to the slide, it was talking about leadership, looking at culture differently than everybody else. Yeah, I think that's a red indicator performance. The performance overall dominated is hard to argue with how we get there. Different story. It's a lot of brute force now. That's a good question.
00;34;15;16 - 00;34;19;05
Speaker 2
Cutting my big red would be acquirement.
00;34;19;08 - 00;34;20;26
Speaker 3
You know.
00;34;20;29 - 00;34;24;19
Speaker 2
If I be like to convert to other interacting asking questions.
00;34;24;21 - 00;34;35;21
Speaker 3
And because I was saying there's always a focus on the KPI is that how we do it. Green investments is awesome that like we're not watching the back end, we're not watching things call the bottom. What are our key risk indicators?
00;34;35;23 - 00;34;43;16
Speaker 1
So take take that one down a little bit. So okay, I would agree a quiet room means we're not where it was well together.
00;34;43;19 - 00;35;00;07
Speaker 2
Or we don't understand. Yeah at it. There's. But that's my pleasure. And from what mine would me you know I can't really speak to an outline I wouldn't say that I'm that so I would be a different and labor for mine if they would be embarrassed by it.
00;35;00;10 - 00;35;17;06
Speaker 3
Goes to see all times like it is important to find to your point kudos for having to the eyes. But as you focus likewise though your kick our eyes as well. So you kind of have some boundaries to say where, you know, maybe I was crushed it, but you're not in the red, but you get some brains and there's a game of color.
00;35;17;08 - 00;35;48;28
Speaker 1
I mean, when we when we started seeing negative performance indicators on software development delivery, you know, we could always trace them back to people problems. And the people problems were generally related to habits, behaviors and collaboration that you're not doing what we said you were going to do. So you could take quiet or you can take what? Why is my defect rate going up or why is my velocity going down or why is my whip going up?
00;35;49;01 - 00;35;51;09
Speaker 3
Thank you.
00;35;51;12 - 00;36;12;25
Speaker 2
Or you are that one on number. I thankful and like someone's gone rogue and no one rain event and then you let the the down the her back. I'm glad you're here to that all that's you're gonna figure this out yeah.
00;36;12;27 - 00;36;19;02
Speaker 1
You know you made me think so to me a big red indicator is tolerating behavior. You shouldn't tolerate that. How is this.
00;36;19;02 - 00;36;20;02
Speaker 3
Thinking that if.
00;36;20;02 - 00;36;41;25
Speaker 4
You do that, it is because you stop involved with If you allow bad behavior to percolate, it becomes an accepted norm, and you ought to give it like I keep it off people. But problem that we start bringing up solutions or at least the other people's problem like my no yeah culture is seeing a culture that seems to see us collaborate.
00;36;41;28 - 00;36;43;05
Speaker 1
Yeah that work together. Yeah.
00;36;43;09 - 00;36;48;20
Speaker 2
And you want people to add to that culture. Absolutely. But not in a way that's going to be toxic.
00;36;48;27 - 00;37;22;01
Speaker 1
That's so particular subject. It was of great interest to me was how usually when you see bad behavior being tolerated it's because that person gets results, right? So they're tolerating them because of that. My gut told me there's damage being done, but I couldn't find a way to measure it. So I kept asking people every time I was in a situation talked about, do you have any examples of how to measure that?
00;37;22;04 - 00;37;46;10
Speaker 1
So I did come across a book that explained it and said, when you have a person who's behaving outside the culture, nobody's operating on their own anymore, right? We're all collaborating on teams. But that person with that behavior outside the culture is stealing 50% of the capacity of the people around them, which is why the addition by subtraction thing works.
00;37;46;13 - 00;38;17;26
Speaker 1
You take that, let's say it's a team of ten. You take that one person and you just got four and a half, 50 years of capacity back. It was getting stolen. So it definitely matters. And I've seen it myself. I've witnessed that myself. It was the first time it happened. I was blown away. Anything else? Okay, let's shift gears.
00;38;17;28 - 00;38;45;27
Speaker 1
If you're serious about your career, I want to talk to you about it. I think you wouldn't be here if you weren't. So my many of you have asked me today. Are you retired? And not really by purpose. And my passion is to is to develop the next generation of senior i.t. Leaders, especially in indiana. So i have created something exclusively for those of you who want to get there.
00;38;45;29 - 00;38;49;27
Speaker 1
It's a let's take a look.
00;38;49;29 - 00;38;51;26
Speaker 2
See.
00;38;51;28 - 00;38;54;21
Speaker 1
Maybe let's not kid you, kid.
00;38;54;21 - 00;38;57;01
Speaker 2
It is.
00;38;57;03 - 00;39;27;26
Speaker 1
Okay, so I'm calling it the emerging technology leaders inner circle. It's meant to be a small peer group of 8 to 12 top performing leaders that are looking to advance their career, take on more or whatever that might be. And the way this is built is stealing shamelessly from the idea of things like this and mastermind to me for a full day once a month, a year, a year at a time.
00;39;27;28 - 00;39;55;17
Speaker 1
And in the mornings, these I call these high performing leadership topics. And I would imagine that as you look through those topics, every one of them sounds like something that we need. And even if I thought about some people thinking I don't need a coach or maybe to Tiger Woods still as a coach would anyway. And these high performing leadership topics in the morning, it's not the typical training.
00;39;55;17 - 00;40;18;28
Speaker 1
It's a multidimensional approach to it. It's facilitations training, it's me coaching, it's peer coaching. It's and you're going to leave every session with what's the one thing I'm going to do this month to put that leadership practice into play? And you're going to come back the following month. In the first thing we're going to do we open in the morning is share how it went.
00;40;19;01 - 00;40;46;15
Speaker 1
And then when we come back in the afternoon, it will be a real problem that one of the members brings to the table. And we're going to I'm going to facilitate the group through group problem solving. And hopefully you're going to walk away with at least an approach, if not a solution. And you'll get a 30 to 60 minute individual one on one coaching session from me in between every one of those meetings.
00;40;46;18 - 00;41;05;01
Speaker 1
So if this sounds interesting to you, please come see me. I'll stick around after the meeting and if not, schedule time and we'll go into a player. Thank you.