Define Thriving. How do you define Thriving? How do we define Thriving?

Transcription

1 Define Thriving How do you define Thriving? How do we define Thriving? 1

2 The Business Case for Culture Financial Impact People-focused companies outperform numbers-focused companies over the longterm, dramatically. - Simon Sinek Strategic Impact 2

3 Employee Engagement Impact How can we create the conditions within which employees will find the motivation to? The Science The worst way to change the culture is by focusing on changing the culture. The best way to proceed is to create the conditions that foster the desired thinking, assumptions and behaviors. Edgar Schein, Ph.D., Professor Emeritus, MIT Sloan School of Management 3

4 Is Your Workplace Culture Thriving? Please indicate to what extent you agree that each of the following statements is true in your organization: 5 Strongly Agree 4 Agree 3 Neither Agree nor Disagree 2 Disagree 1 Strongly Disagree 1. The executive leadership team is truly a cohesive one The mission, vision, and values are clearly articulated and every employee knows how she/he fits within them Employees are empowered and enabled to leverage their strengths Leaders and the work climate provide employees with autonomous support (vs. using incentives to drive behaviors) Clear, timely and meaningful communication is provided for employees, and employees share feedback and ideas that are actually used Clear, timely and meaningful feedback is provided for employees in the spirit of ongoing growth and development (vs. simply measuring performance) The climate fosters innovation, creativity and meaningful work Leaders truly value employees and employees feel valued. Employees are encouraged and supported to be authentic and be themselves People within the organization respect, support and care about one another as people, not just as employees there to complete certain job tasks Accountability is embraced; the rules are clear and apply to everyone Employees are provided the tools and resources they need to work safely and productively Resources, programs, policies and the environment support employees ability to thrive in all areas of wellbeing Employees are happy and proud to work there Thriving Workplace Culture Audit developed by Salveo Partners. We recommend your entire leadership team take the free online audit found at 4

5 Breakout Discussion 5

6 The Model 6

7 Culture vs. Climate 7

8 14 Characteristics of a Thriving Workplace 1. The executive leadership team is truly a cohesive one. 2. The mission, vision and values are clearly articulated and every employee knows how she/he fits within them. 3. Employees are empowered and enabled to leverage their strengths. 4. Leaders and the work climate provide employees with autonomous support (versus using incentives to drive behaviors. 5. Clear, timely and meaningful communication is provided for employees, and employees share feedback and ideas that are actually used. 6. Clear, timely and meaningful feedback is provided for employees in the spirit of ongoing growth and development (versus simply measuring performance). 7. The climate fosters innovation, creativity and meaningful work. 8

9 8. Leaders truly value employees and employees feel valued. 9. Employees are encouraged and supported to be authentic and be themselves. 10. People within the organization respect, support and care about one another as people, not just as employees there to complete certain job tasks. 11. Accountability is embraced; the rules are clear and apply to everyone. 12. Employees are provided the tools and resources they need to work safely and productively. 13. Resources, programs, policies and the environment support employees ability to thrive in all areas of wellbeing. 14. Employees are happy and proud to work there! 9

10 What am I going to do? What can I do differently, starting now, that will enable the transformation? 10

11 Appendix 14 Characteristics of a Thriving Workplace Guiding Principles of Leadership Vision of Wellbeing Millennial Deal Breakers Speaker Biographies 11

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15 Millennial Deal Breakers 1. Meaningful and challenging work 2. Innovative technology 3. Professional skill development 4. Clear career path 5. Structure (scaffolding) 6. Immediate access 7. Positive connection and rapport with manager 8. Recognition of individual contribution 9. Team structure 10. Positive work environment 11. Flexible work environment 12. Competitive compensation Source: Emerging Advantage (Terese Corey Blanck & Judy Anderson 15

16 Biographies Ron Bower, President, Brickpath Group, Inc Brickpathgroup.com Ron Bower is the founder and President of the Brickpath Group, Inc., a human resources advisory and consulting firm. With over 30 years of professional experience, he brings practical knowledge, intuition, passion, and a desire to make things better to every engagement. The Brickpath Group provides advisory support for organizations on culture, strategy, leadership development, training, and recruiting. Prior to starting the Brickpath Group, Ron was the Director of Talent Management at PRADCO, a nationally recognized management consulting firm; owned and operated the Bower Consulting Group for nearly four years; and spent over 27 years in corporate life, the last 17 years of which were in human resources leadership roles. Ron is on the advisory boards of Formtech and Jennasis and Associates; as well as several small, growing consulting firms. He facilitates the Cleveland Recruiting Leadership Group, a forum for senior recruiting leaders to learn, discuss and share best practices, success stories and challenges. Ron is an active member of the Human Resources Advisory Committee of the Conservancy for Cuyahoga Valley National Park, and provides volunteer HR advisory support to The Entrepreneurs EDGE, a non-profit organization helping midmarket companies grow in value. He is also a member of the HR Leadership Group of Northeast Ohio. He is a Qualified Myers-Briggs Type Indicator facilitator, certified in several 360 feedback and organizational development instruments, as well as the Prosci Change Management process. He is an honors graduate of the School for Bank Administration at the University of Wisconsin and a proud graduate of Ohio University, where he earned a B.S. Communication. Ron is happily married to Wendy and the proud father of two adult sons and a very special rescued dog. When not busy working, he enjoys traveling, music, hiking, camping, kayaking, reading, Cleveland sports and playing competitive Skeeball. 16

17 Scott Life, President, Life Wellbeing LLC I believe... Everyone has the right to say, "I love my job". Workplace wellbeing programs should do no harm. Leadership takes courage...courage to give autonomy, to be authentic, to be transparent and to listen. A fusion of organizational and employee wellbeing can create a thriving culture and give your organization a competitive advantage. Life Wellbeing LLC is dedicated to helping small businesses and organizations create and/or sustain cultures where people can thrive. Scott works closely with leaders to create the conditions for employees to bring their best selves to the office each day. In 2016, Scott became certified as a Thriving Workplace Culture Consultant. He is currently working on his certification to become an Intrinsic Coach. Prior to founding Life Wellbeing LLC, Scott was president of Kirk Key Interlock Company LLC from In 2011, Scott led the then privately held manufacturer of industrial safety products through an acquisition by Halma, a publicly held UK-based company with a market cap over $5B. A hallmark of Scott s time at Kirk was the workplace wellbeing program. Kirk enjoyed a compound annual growth rate (CAGR) of 14.7% during Scott s 12- year presidency. Scott is also on the advisory board of Formtech Enterprises Inc., based in Stow, OH. "Culture eats strategy for breakfast, operational excellence for lunch and everything else for dinner." 17