APPA

of our organization's culture. We each individually influence culture by our actions in these roles. e way we influence culture can be described primarily by these actions: • Demonstrate • Reinforce • Educate • Enable • Encourage • Clarify • Benefit • Coach ese actions in general apply to everyone in the roles that they play. eir definition or framework provide a template for interactive working relation- ships with a variety of staff, and serve to list specific actions that reinforce our cultural values. For ex- ample encouragement can take many forms. How it applies to individuals specifically allows for creativity and flexibility for your teams, and are necessary for creation of our culture. SPECIFIC ROLES PLAY A PART While the previous rules apply to everyone. ere could be more specific roles depending on your position within the organization. In particular, the leadership of our organization plays a vital role in nurturing our culture. Although it is important to note that the leaders do not solely control the culture of our organizations, their role is very important. Senior Leadership Many of our peer organizations rely only on the energy of senior leadership or a single senior leader, but that alone cannot sustain a desired value-based organizational culture. e proper roles of our leaders for this initiative are: • Intentionally support culture • Live by example • Recognize successes • Promote to campus at large • Make conspicuous efforts • Identify champions Champions e champions are those individuals that leverage the leader's ability to positively nurture value- based culture within the organization. As used in other management best practices within APPA, identification of champions accelerates and solidifies any change within our organizations. In this case, leadership relies on champions at various levels within the organization to promote this new value- based culture and to lead by example. ey are force multipliers, and their roles include: • Cheerleaders for teams • My "go to" people for impact • Referent leaders • Set examples Staff Naturally, everyone in our staff plays a role in orga- nizational culture. e guidelines for the role of each staff member are: • Individual action plan • Provide feedback • Encourage peers • Adopt new behaviors • Support leadership in efforts to improve culture IMPLEMENTATION Consistent with the other building blocks, much of the work in Part III is based on providing guidance in a framework that will allow everyone within the organization (including our leaders) to suggest, and later specify, unique actions and artifacts that create our culture. ese defined rules are the starting point of facilitated discussions meant to identify short-, medium-, and long-range actions that demonstrate our culture. e working sessions create what ultimately becomes the implementation strategy for our organizational culture change. is work was recently applied to the organiza- tional culture initiative at the University of Chicago. e same definitions of roles were used to facilitate many group discussions to learn from the staff at all levels of the organization. From these meetings, a large number or actionable ideas unique to that working environment were collected. It will be those ideas that will form the basis for Part IV – Publish Cultural Implementation Strategy. Matt Adams is president of FM 2 , Atlanta, GA. He can be reached at matt@fm2.biz. www.appa.org/facilitiesmanager NOVEMBER/DECEMBER 2019 35

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