What is Culture?
What is its Impact on the organization?
What is Cultural Assessment?
Can Culture really change?
How are changes introduced?
Who is responsible for change?
How long does Culture change take?
What are the First Steps?

What is Culture?

The personality of the organization - a composite of the values, history, legacies, processes, dreams, hopes and aspirations.

Culture is the 'way we do things around here', the environment in which we work, and that which separates us from all those who would compete with us in the market place.

Culture is the 'great differentiator', the unique atmosphere that gives our organization identity, security, stability and a reason for being.

It is the product of all that we idealize, strive for, value, and have accepted as being 'our advantage'. It follows everything that we do, the 'aftertaste of action', and it attempts to keep us on the same pathway to the future. It is pervasive and resilient, enduring and compelling - it reinforces similarities; it rarely embraces change.

What is its Impact on the organization?

Culture is embodied in those it makes its Heroes, the Stories it tells about itself, the many Rituals it practices, and the Network channels through which communication flows and decisions get made.

Culture is an energizing force:

• Defining the kind of people/actions that contribute
• Setting benchmarks for individual performance goals
• Eliminating inappropriate and undesirable behaviors
• Preserving adequate comfort levels within interactions
• Providing a real sense of community and mutual support

• Informing and advising on the 'proper' way to do things here
• Setting 'acceptable' standards and codes for conduct
• Rewarding compliance and punishing non-conformity
• Determining the 'value' of individual members of the organization
• Restraining and pre-determining change efforts/initiatives.

• A multi-dimensional 'sounding' of current and preferred realities.
• A snapshot of the status quo and also of the common dreams and aspirations of organization members.
• A three-dimensional image of the impact we have both inside and out that has a direct and powerful influence on our effectiveness in our chosen markets.
• The only substantial starting point in any change initiative.

Can Culture really change?

It is constantly changing, but very slowly, almost reluctantly. Can it be changed? Of course, but only with specifically focused intentions and energies.

By focusing deliberate effort on key components of behavioral practices, incrementally, consistently and over time, influence can be brought to bear and Culture will change to conform to the intended new alignment.

Alternatively, an existing Culture can be destroyed, intentionally or otherwise, and then replaced with an alternate paradigm. This is 'discontinuous' change and it's exceedingly expensive in every sense. On occasions, it's the only option.

How are changes introduced?

The object of any Cultural change should be to build 'trust levels'. To achieve this there are three key considerations:

• Clarity - where the values are explicit, simple and unambiguous
• Cohesion - so that the parts are compatible and mutually supportive
• Consistency - universality, equality, and predictability in operation.

The points of application are the visible manifestations of Culture, that is:

• Heroes/Heroines - the role models for others to follow
• Myths & Stories - that teach our living values to others
• Rituals & Rites of Passage - the measurement/transition events
• Networks - the informal centers and channels of influence.

Who is responsible for changing Culture?

The pivotal role of the CEO and senior management team is to 'marry' the needs of the organization with the personal and collective aspirations of every individual member. This is achieved by designing and sustaining a Culture that supports the strategies and initiatives that will serve the market best.

It is also the responsibility of all those who manage the many 'moments of truth', at the customer interface, to take whatever initiatives are required to produce customer satisfaction. When both have a common point of focus, the Culture is vibrant and strong. Where they are not cohesive, the organization dissembles.

How long does Culture change take?

Effective change is continuous and seamless. It originates within every individual and spreads through every contact and interaction. It's a slow but inexorable process.

The secret of success is to stay in-touch with reality while stretching the horizons of 'preferred culture' a realistic yet demanding distance ahead. Managing the 'gap' is an ongoing, coordinated effort by every leader/manager in the organization.

What are the first steps?

A Steering group or Navigation team is a productive first move. The mandate for this group is the preparation of the organization for possible change. This is achieved, in part, by identifying and quantifying the critical measurement factors, hard and soft, which will serve as common reference points for all involved.

The Navigation Team members are 'ambassadors' for the process. When the Team is a representative, diagonal slice of the organization, it is also the main conduit for communication.

Let's talk about your precise needs, there's no obligation.
Tel: (519) 766 1178 / Fax (519) 766 0379 / info@andros.org .

Executive Selection / Assessment

An Overview
It's not enough to have 'good' people or even the 'best' people with you - they have to be the 'right' people! And, while it's difficult to recruit the right people, particularly in the face of stiff competition, it's certainly not impossible.

Candidates are attracted to professional organizations. The candidate who is absolutely right for you is not necessarily as attractive to others. The real challenge though, is to recognize him or her as and when you meet them.

Many will rely on gut-feel alone for this critically important decision. Prudent and wise executives though, understanding well the economics of a failed decision in this vital area, take a more deliberate course of action. Selection is a discipline, as well as an art and a science.

The three fundamental steps are easy to understand and to apply:

• First define what you are looking for in terms of technical knowledge, business acumen and interpersonal skills as well as in cultural disposition. Building consensus on these attributes among those who will be associated with the incoming executive is an invaluable component;
• Second, adopt a well planned and penetrating strategy to assess the past track record of candidates, spreading the load and broadening the perspective, so that every 'nook and cranny' is thoroughly explored by use of behavioral questioning techniques and objective evaluation;
• Finally, incorporate an objective, non-vested and professional opinion, in the form of a psychological assessment and reference verification that will bring together the several vested inputs in a constructive, proactive way.

Selection is a two-sided process too. Many fine candidates are lost because the selection process is not managed professionally - too many delays, uninspiring interviews, inappropriate techniques or simply a lack of focused energy. Consider further, candidates do not need to be 'sold', but they may require some ethical assistance with the tough decisions they have to make.

When the selection process is well managed, all candidates, even those who are not successful, will accrue positive feelings about the organization - they become ambassadors of good will. Equally as important, those already serving the organization feel comfortable with the decision, the decision process and secure regarding their role within it. They will strive to make the decision work!

That's half the battle! The other half is to successfully orient the new executive so that focused contributions might rapidly follow. Inculcating the proper mindset, developing key relationships and harnessing appropriate energies are more readily achieved and sustained if planned in advance - rather than left to chance.

Hidden compensation for many new executives is in self development and growth. This is traditionally neglected during the critical first two years of joining an organization, yet this is when development and growth are most valuable - the 'plastic' period when minds and perspectives are most easily reformed. This should be a key component of the hiring process.

The essential steps of making great selection decisions are detailed in an interactive e-book, "Selecting the Best", available at http://www.ebooks4business.ca. The introductory section is free so that you might evaluate its effectiveness for yourself.

Executive Coaching

What is coaching?
How does it differ from consulting?
Who hires a coach, and why?
Where does the coach focus with an average client?
What happens when you hire a coach?
Are there any ethical issues?
What does it cost to hire a coach?
Why does coaching work?
How do we get started?

Coaching, what is it?

Coaching is a one-on-one contracted, confidential relationship

• between a well motivated business individual (the Client) and a seasoned professional mentor (the Coach);
• focused on leadership and management strategies and techniques within a whole-life context;
• which is designed to stimulate, enhance and consolidate individual effectiveness and efficiency;
• to attain specific objectives, goals and standards of performance in the interests of both Client and Company (the Executive).

Consulting and Coaching are somewhat alike. In both instances there is the transfer of advice and opinion. However, a coach generally stays with the client to help implement changes, apply new skills and see goals achieved.

Who hires a coach, and why?

Coaching would be valued by any or all of the following;

• CEO / COO / GMs who can benefit from objective support
• senior functional / supportive management in a team context
• newly appointed leaders / managers seeking accelerated results
• individuals and managerial teams dealing with traumatic change
• key staff who face extraordinary challenges for productivity
• designated "fast track" individuals preparing for future roles.

The Coach's role is to provide direct, tangible expert assistance for individuals to:

• assess personal effectiveness and efficiency in role
• establish objectives, goals and standards of performance
• identify and acquire relevant knowledge/skills/awareness
• set and sustain effective and efficient working practices
• initiate and maintain constructive working relationships
• develop competencies and supportive attitudes/perceptions
• expand an appropriate base of workable resources / options
• enhance and refine successful and progressive communications
• create a broad strategic perspective on business leadership / management and interpersonal matters, and
• optimize productive behaviours in leadership / management roles.

Coaching focuses on leadership and management strategies and techniques within a whole-life context and may include any or all of the following aspects:

Personal Assessment	Counseling / Guidance
Taking Inventory / Gap Analysis	Sourcing Options
Objectives / Goals / Standards Setting	Priority Setting
Strategy Development	Technique Refinement
Reinforcement	Personal Support
Monitoring and Measurement	Communications

What happens when you hire a coach?

The assignment is normally handled in a series of successive phases:

1. Orientation - a general session to gather data and set priorities;
2. Assessment - an objective fact finding, inventory taking process with full and confidential feedback;
3. Work Planning - objectives, goals and standards setting, designing and scheduling coaching sessions;
4. Implementation - a series of progressive applications designed to create self sufficiency in optimal time;
5. Reinforcement - a program of sessions / contacts to ensure successful transitions have been effected, and are sustainable.

What's involved?

Coaching sessions are conducted through

• face-to-face meetings
• electronic / telephonic contacts
    and generally include
• guided reading / study programs
• putting concepts into action.

How long does it take?

As long as it takes to see the objectives realized. Most assignments range from 3 months to 2 years.

Can I hire a coach just for a short term, special project? Certainly ... though it begins to look more like consulting or mentoring.

Are there any Ethical Issues?

• Full personal confidentiality of Client interests is assured.
• The Client is the prime concern and must be comfortable with the Coaching process, both at the outset and continuously.
• The Executive has to be assured and fully satisfied that all set objectives, goals and standards have been attained on completion.
• Andros reserves the right to manage the process and to introduce process changes at its discretion for approval by both Client and Executive.

The cost depends entirely on the assignment's complexity and duration. An estimate of fees and costs is set initially and confirmed at the end of Phase 3. Fees for an extended coaching relationship range from $3,000.00 - depending on committed hours.

Why does coaching work?

Coaching works for several reasons:

It is tailored to and focused on the client's personal and organizational situation, needs and wants.

It focuses on personal improvement and accomplishment in very practical ways. The synergy between client and coach creates self-sustaining momentum.

Consistent, continuous attention - and effort - over time means visible progress and results.

New skills and perspectives translate directly into greater value and more success.

How do we get Started?

Contact Andros for a preliminary, no-obligation discussion on the appropriateness of Coaching for the challenge you are facing.

Tel: (519) 766 1178 / Fax: (519) 766 0379 / info@andros.org

Communication Strategy

"Communication" is an organizational "lynch-pin"
Many business organizations have a well thought-out, fully integrated communications strategy. It's perfectly clear what is to told to whom, when and how. A great deal of time and money is invested in "getting it just right" - and its focus is inevitably external!

Those same organizations likely do not have an internal communications strategy, unless it's the residue of the external one. Yet it's the people inside the company who are charged with the responsibility of making the all-important external strategy work!

Develop an understanding - the "whats" and the "whys"
It could be as simple as deciding what people MUST know, what they SHOULD know and what is just NICE to know. Preparing information for sophisticated delivery is not the main focus - making it readily accessible to those who need it to perform their functions, is. Effective knowledge has to be shared spontaneously, not distributed as a ritual exercise.

Create and sustain successful initiatives
Understanding and using Data, Information and Intelligence as they are intended, will liberate creativity and innovation in almost every organization. The plan must be "tailor-made", adjusted to meet changing circumstances and tested for effectiveness on every possible occasion. Communication is the "life blood" of every organization!

We have the rich experience of having helped to make it work in a very broad cross-section of organizations - let us show you how this can assist you to restore your company's "circulation".

For more information, please contact us