The Basic Premise from Connors and Smith: Every organization has a culture.

1. “Organizational culture is the way people think and act. Every organization has a culture, which either works for you or against you.”

2. The Basic Premise from Connors and Smith: Every organization has a culture. Either you manage your culture, or it will manage you. Leaders must create the needed culture.

3. “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?

4. 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?

5. The current culture (C1) is not a bad culture. R2 R1 It’s simply a culture (R1) that won’t produce new results (R2). To achieve R2, you must create a new culture (C2). C1 C2

6. 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.

8. Accountability: Starring in the solution What is the status of accountability in the current culture (C1)? Accountability: Getting caught failing

9. Results Pyramid 1. Define R2 Results 2. Identify A2 Actions Beliefs 3. Identify B2 4. Provide E2 Experiences

10. Results Actions • A common mistake: Working with only the top of the pyramid by attempting to change what people do without changing the way they think. • You get compliance, but not commitment; • Involvement, but not investment; • Progress, but not lasting performance. Beliefs Experiences

11. 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.

12. Results Culture changes one person at a time, and the process begins with getting each and every person in the culture aligned with R2. Nothing creates accountability and alignment more surely than a clear statement of the results you want to achieve. Confusion about results is all too common in organizations. Confusion licenses people to maintain the status quo. Confusion kills the momentum of any change effort. Define R2. Introduce R2 throughout the organization. Create accountability to achieve R2.

13. Worksheet 1: Identifying Your Results Shift

14. Worksheet 2: Evaluating Your Results

15. Actions Ernest Hemingway wrote, “Never mistake motion for action.” Clearly, you need to do more than just get people acting differently; you need to get them doing the right thing at the right time in a way that produces R2 results. • Classic mistakes: • Prescribing A2 • Not supporting early A2 adopters • Focusing only on the Actions Level of the Pyramid Accelerating a shift in the way people act requires a clear understanding of what you to need to stop doing, what you need to start doing, and what you need to continue doing. Nothing, absolutely nothing, gets people to change the way they act faster than getting them to change the way they think.

16. Worksheet 3: Stop/Start/Continue Analysis

17. The beliefs people hold significantly influence what they do on a daily basis. Leaders must identify, honestly and completely, two kinds of beliefs: B1 beliefs that are hindering achievement of R2 results and B2 beliefs that help the organization move forward. The question is not: “Are current (B1) beliefs right or wrong?” The question is: “Are they effective?” Will the existing beliefs produce the A2 actions needed to achieve the result? You cannot bring about a change in beliefs simply by asking people to do something, although that represents a good start. To foster adoption of B2 beliefs, leaders must create experiences that will convince people to think differently. Beliefs

18. Worksheet 4: Identifying Your Beliefs Shift

19. To provide experiences that will help create B2 beliefs, leaders should: • Plan It • Provide It • Ask About It • Interpret It Changing beliefs requires overcoming selective interpretation and belief bias. This means well planned experiences will often require “interpretation”. Experiences create beliefs that drive actions that, in turn, produce results. We must be the change we want to see happen. Experiences

20. Worksheet 5: Providing Experiences That Instill Beliefs B2

21. My take-away is. . . How might we use the Results Pyramid to plan and implement TPEP in our district? Results Actions Beliefs Experiences

22. We cannot direct the wind, but we can adjust the sails. Dolly Parton