All Hands on Deck
Joe Tye is providing 100 free books to randomly selected participants of this post. Leave a comment and become eligible to win a signed copy of one of three books listed below. Contest Closed!
“Culture eats strategy for lunch.” Joe Tye believes great leaders do more than craft great strategies; they courageously build transformational cultures. In addition to creating external, visible designs, they invest time developing invisible cultures of ownership.
Things you can’t see matter more than things you can. Strategies, processes and procedures don’t change the world. Great leaders spend time building things you can’t see.
3 Dimensions of Invisible Architecture
- Core values. I think most organizations carefully craft and promptly forget their value statements. However, Joe explains that values are core to, recruiting and retaining great people and competing for loyal customers.
- Corporate culture. Culture is the only sustainable source of competitive advantage. Your competitors may steal your product or service but they can’t steal or copy your culture.
- Emotional environment. What does it feel like to work in your organization? Workplace environment determines whether people are engaged or going through the motions. In this case, a few bad apples may spoil the entire barrel.
8 Factors in Building a Culture of Ownership
- Create a mission bigger than the business
- Use structure and process to create culture
- Embrace values
- Build trust
- Tell stories
- Shape character
- Unleashing creativity
- Treat people like volunteers
In All Hands on Deck, Joe Tye tells stories explaining how Ray Kroc of McDonalds, Thomas Watson of IBM, Millard Fuller of Habitat for Humanity and others, create cultures of ownership and build organizations that change the world.
Holding people accountable doesn’t work as well as ownership. Additionally, “You cannot hold people accountable for the things that really matter in an organization. Loyalty, enthusiasm, pride, … are matters of the heart not the head.”
I found All Hands on Deck a compelling fable revolving around real stories that explains profound leadership.
How can leaders create cultures of ownership?
Which of the 8 culture building factors seem most important? Why?
Joe has provided a total of 100 copies of three of his books as gifts for randomly selected participants of this post. Leave a comment to become eligible. You may win a signed copy of:
The Florence Prescription: From Accountability to Ownership
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I would love a copy of this book
I’m looking forward to reading your book.
I would love to have a copy of any of those books!!
The concept of treating employees as volunteers is intriguing. Would love to read more!
I especially agree with treating people like volunteers. Many times at my place of employment (a public middle school) we (teachers) are treated like whatever changes, we are supposed to just deal with it and move on. We’re supposed to put in more uncomensated hours and more time away from our families while trying to influence the next generation. You would never treat a volunteer this way.
I’m seeing more and more of these ideas out there lately. Looking forward to this book!
The trick is making that attitude infectious. You need to teach or foster not only the culture, but that key ability to acculturate others.
I would love to add a book to my library! My team would love that! 😉
I absolutely agree to your points that three dimension of invisible architecture build and create good organization. Value, culture and emotions are core and are aligned and interconnected to each other. I would also like to add one more point that I have seen in the organizations. Organizational practices; it could be top management practice, HR practices and any such intervention. I think these practices affect and influence people and organizations more than anything else. These practices are invisible because they are not written in policy formant but highly desirable to survive in the organization. If you want to measure the culture of the organization, you need to see the gap between policies and practices. More gap often leads to higher dissatisfaction and lower morale . On the other side, minimum gap often leads to higher satisfaction and higher morale. Here, the point is, do really corporate strategy, policies, mission and emotions matter and how much. I think, they are seems to be fit and aligned when practices are coherent and aligned with policies.
I think leaders can create culture of ownership by connecting with people, setting own example and showing a committed sacrifice. This will create trust among people and when you create trust, you can empower ownership.
Out of 8 value creating factors, I think all are important, However, creating value, setting structure and process and building trust are foundation of any organization to serve and survive. I also think that others follows the foundations and often interconnected.
I’ve been working with internal and external stakeholders to build a strategy to transform the organistion’s approach to international affairs for the next ten years. The transformational engaging approach has been the only way I could have got this far in the last six months.
I’d be keen to read more about this in the book.
Very facinating title. “Culture eats strategy for lunch.” that leaves us with” food for thought”
I would like to read the book
It seems many leaders have a hard time getting people on board with with their mission, and all too often they abandon ship before really establishing a culture that can change the world.
I’m looking forward to reading the book.
This looks like a “must read” book. I hope I’m picked to receive one! We are going through HUGE changes at LifePoint that requires strong cultural connections. I am personally involved in a start-up (long story) of a coffee roasting business. We can use these principles in our very foundational beginnings of our business.
This looks to be outstanding work! I certainly believe in a sort of culture “management” for lack of a better description.
I have found that building trust is the most significant obstacle. Cynicism permeates so many organizations.
I love the idea of creating a culture of ownership. I’d love to read on!
It is essential that a corporations do not play “lip-service” to core values. They are vital to ensure that you recruit the right people to your organisation. Recruit people whose core values are the same as the corp’s core values to avoid putting “square pegs in round holes”.
Love the 8 points. All of those I instantly gravitate to.
It’s great to be contributing.
Thanks for the blog, Dan.
I would absolutely love to have a copy of this book.
A “culture of ownership.” I love it. I’m trying to develop that in a department of 50 within an organization that is contrary to that culture. Possible?
I am learning that ownership is crucial to making employees care about their work space/company/department. Personally I know when I care more about the company I work for it frees up a lot of space inside my head to think outside the box. Great reading today.
What more could be written after the phrase, “culture eats strategy for lunch”?
So much of an organization’s success comes from the invisible.
Good stuff. Thanks Joe and Dan. My repsonse to the questions:
Leaders Create cultures of ownership by demonstrating ownership (of both opportunity and adversity) and by believing (often what others can’t), including believing in people who don’t even believe themselves at the outset.
Most important – build trust.
Until you trust them, they won’t trust you (for the right reasons). Unless you trust them you can only build a culture of followers (and leavers!).
Oh… and by giving away books to ‘randoms’ 🙂
Croadie, you got me thinking again… build trust or weave trust? (Never metaphor I didn’t like!) Maybe either works, however it is easy to build something with a faulty foundation or forget to add a door or window. In weaving on the other hand, you can create something that is stronger than the individual threads and can have flexibility and beauty too. Thanks for letting me weave some of my perceptions off your words!
I know you’re a rocker – all i can think of now is Dream Weaver!!
Even Gary Wright had his moments!
I think this book is long over due. Too much time on planning and not enough on building life into what you do. That is what people yearn for.
I would love to get this book!
I am very curious about this statement: “Things you can’t see matter more than things you can. Strategies, processes and procedures don’t change the world.”
I agree culture is huge, but the best culture in the world won’t fix a customer disappointed because you failed to deliver what you promised….and doing that consistently is highly dependent on effective processes and procedures.
Would love a copy to read more.
All hands, heads and hearts on deck. Creating an environment in which people enjoy what they’re doing and with whom they’re doing it is the recipe for success. An engaged organization is an engaging organization.
I want a copy of your book. It would be such a great learning process to read about successful enterprises and the Three Dimensions of Invisible Architecture. I am working on myself to learn how to transform ideas and invisible things into tangible ones. So, I am waiting for a copy! Thanks!!
My favorite part of your post “Holding people accountable doesn’t work as well as ownership. Additionally, “You cannot hold people accountable for the things that really matter in an organization. Loyalty, enthusiasm, pride, … are matters of the heart not the head.”
Boy is is tough to right the boat when loyalty enthusiasm and pride are smothered, belittled or doused.
I really find the insight about treating people like volunteers insightful. I work in a nonprofit that mobilizes thousands of volunteers and we are always trying to ensure that they have the best volunteer experience possible. What if we included that piece into our evolving culture? I think it would be fascinating to see develop and can’t wait to read the book!
I am going to read this book. The teaser is too intriguing not to.
You can have the greatest strategy and plans in the world, but if your culture (people) don’t buy in, it’s toast. Culture trumps strategy every time.
Sounds like a great resource. Thanks for sharing the great posts and tweets.
Clearly sounds like a must read for me at this time!! Looking forward to it…
I like what I hear so far and there’s no surprise. Culture is huge, assumed and rarely examined or cultivated in an intentional way! We’re too busy just keeping the ship afloat. Would be interested to hear more, and see what Joe has to contribute to the existing thinking on this subject.
…and Joe and his thinking is recommended by Dan, then it’s probably worth an further look. Always appreciate your thoughts and recommendations.
Humm… 8.Treat people like volunteers… very intersting concept and I’d love to read more about it.
Thanks for the chance to win one of the books!
Form Dan’s blog, it appears that Joe has blended the theory and strategy of several other author’s into one concise entertaining read. I would love to be able to read it.
The saddest thing I’ve ever seen was watching a once-palpable, once-great corporate culture destroyed by greed. Core values were abandoned and employees no longer mattered. Sad…very sad…to witness it from the inside.
I’ll soon be joining a new company that is building from the ground up and one of the things we spoke about in the interview process is their commitment to a culture of ownership. So I can’t wait to read this book.
What a great read this will be! Creating a great culture to retain employees and clients is so important – people will leave when they don’t feel included, appreciated, or important.
Thanks for sharing this with us!! I am eager to start reading more of what this book offers.
This is great!!!! My boss needs this in his life sooo bad!! He is ignorant to everything here! He uses the terminology but he cannot implement! Please help!
I will be picking up this book. Trying to build a management team that takes ownership is no small feat. Thanks for the guidance.
Tough one. It really is. The micromanagers tend to destroy trust a little at a time. Let your team member help you establish goals and let them run with it. Trust is something you lose, not earn. Just a different way to look at it.
Having worked in the same area as both a volunteer and professional, and with both volunteers and paid employees, Volunteers tend to have a greater sense of ownership, have a stronger motivation and tend to be more effective. I put this down to how they are managed/treated. Paid employees are viewed as a resource not as people (with emotions and values who particpate within a culture) like volunteers.
It would be interesting to read how Joe suggests you can create the culture you desire while maintaining a culture of ownership for your employees. A fine balancing act?
Looks like a must read book that I’m looking forward to read.
Home today recovering from illness…would love to be reading a copy of your book~
The more things change, the more things remain the same.
For the life of me I do not understand why today, simple ideas as you suggest are not gospel and in place in all types of business.
I think complexity requires simplicity for business and people alike to remain balanced.
Thank you for the post. I am starting a new business and this will certainly help me to make it for more than just the first few weeks, months, or even years.
I really agree with that “treate people as volunteers” – because they are! In a way we should see that dimension more deeply.
Seriously? We can only pick one of the 8? This could be problematic!
How can leaders create cultures of ownership?
Which of the 8 culture building factors seem most important? Why?
I liked a lot of things about this post, but one that really meshed with my life is #8 “treat people like volunteers.” I say that because I have extensive experience with managing volunteers, including my period as a Project Specialist for the Give a Day Get a Disney Day Program in 2010, and I often felt “volunteers should be treated like employees” fromt the standpoint that volunteers have their heart in the right place (usually) but need the structure, reinforcement, and solid communication that businesses need to thrive. You can’t just throw them at a registration table, for example, without briefing them on the questions they are likely to encounter. With Joe’s statement, I would reverse what I just said to express that with employees, you may be giving them all the “black and white” guidance they need (procedures, etc.) but it’s important to understand what warms their heart about what they are doing. I 100% agree it all comes back to ownership -give me a supervisor/leader who engages me in feeling like I have ownership and accountability, and I am “in.”
I can’t wait to see all the great comments today!
Bring it!!! I’m here to be a part of the master plan!!!
I think the company I worked for is right on track with the 8 factors. We build a culture through “Basics and Standards” and live and breathe by them and it is a fun, positive culture.
Leadership is so critial to the survival of any organization. I am excited to read this book with all of our staff.
I think trust is the foundation of building aaculture. If there is no trust the culture will create dysfunction!
“Culture eats strategy for lunch” sounds like an interesting concept! I’m not completely on board with it and am looking forward to reading this book.
Of the 8 factors, the most important to me is building trust as it is the basis for authentic communication. You must have trust in order to build a culture and to have people buy into the mission. It is the foundation upon which results are achieved and clients are earned and kept.
Trust without some of the other factors will not lead very far. To me, the interdependence between the factors is critical in order to build an organization that delivers results.
As an entrepreneur, I can vouch for the fact that company culture is vital for it’s success. This book (All Hands On Deck) sounds amazing! I’m going to have to experience a Joe Tye book for myself…hint hint…
Great post! I especially love this idea: “You cannot hold people accountable for the things that really matter in an organization. Loyalty, enthusiasm, pride, … are matters of the heart not the head.” I would love the opportunity to read more of Joe Tye’s ideas!
Fundermentally I believe that our value system over rides logical thinking unless they are in harmony. By building trust we are able to bring our belief system, and values, into alignment with new opportunities for creating strategy. This delivers results.
Did somebody say free?
Looks like the book has some strong principles. I would love to read it. Add it to my library.
thanks for sharing about this resource, ready to learn and lead!
As a leadership coach, I see leaders trying to hold people accountable for things such as loyalty, trust, enthusiasm, innovation and yet the leaders themselves is not “walking the talk”. The CEO may be tweeting, but when someone comments on one of his tweets, he says “Oh, I have no idea how to tweet, I just have someone doing that for me”. If you are not building a leadershipbrand inside your organization as well as out, a leader will never be able to build a culture of ownership. This book looks fascinating and would love a copy of this book (or of the other two) and I’ve enjoyed the discussion thread so far!
Crack me up Mandy—the CEO’s faux tweeter! Probably has a surrogate talk walker too!
Building culture is that piece that provides longevity for organizations. We work hard at our school daily to accomplish this!
I would love to read this book! Just going through the post I had to take a re-read!
Mr. Tye’s writing sounds really informative. I searched for a couple of his titles on Amazon to see how reviewers were commenting. Needless to say, I would really like to read anything he has written. Thanks for an opportunity to win!
After checking out the three books, I’d REALLY love to win a copy of “Your dreams are too small”. Sounds like the perfect subject for me to read 🙂
I would love a copy of this book. We’re dealing with culture issues at my current job and trying to slowly turn this thing around. Looking for all the insight I can get on how to do it.
What a generous offer and a great way to spread your message. I agree…..
“Culture eats strategy for lunch.” Joe Tye
Even the biggest ego find out that culture wins out
I attend a large church in a small town, which means that people drive past a lot of other churches in order to attend ours. At this point, the church leadership is looking at what the innate qualities are that cause this to happen. In large part, I think that it is a happy and invested staff that creates a warm, inviting, well-done service each week. I would like to read this book to learn more about purposely fostering more of that culture, to learn why things are going well and how they could become better.
Great post about culture and how it drives results.
Joe, you make some really great points, and your book strikes a nerve with my passion for creating great places to work. I’m sure that is what drove all the interest/comments from others and not that you were giving something away! 🙂
My experience in creating ownership started with understanding what people wanted. What were their goals. Understanding our mission wasn’t enough. What about our mission spoke to them? Where did they see there greatest contribution? How did they see living that out? What resources did they need from me. Feedback, celebration, focus, defining, redefining, reviewing what we had done well and not so well, refining.
The organization’s needs didn’t change, but changing the lens of what the opportunity was for individuals to participate created a lot better energy and engagement. I’ve got to say, however, some of this took a long time for me to learn and apply.
I am passionate about this area of organizations< i would love to read your book.
Joe – I really enjoyed what you wrote about promptly forgetting your value statements. We were afraid that would happen to us, so our Mission and Vision statements are painted on our wall (10 feet by 6 feet) as a constant reminder of our core values. Managers and Leaders train on it often, and our team is questioned on what it means to them – – in their own words.
So often your value statements are important for just a few key employees for only a breif time (as long as it takes to write it the first time and toss it in your personnel policy).
Thanks for today’s post – it was truly enjoyable (as they all are).
Joe, your book speaks to what God has been saying to me from a number of sources over the last 5 years. We need a compelling vision, but even more an empowering environment for people to serve. I look forward to reading your book.
First off, have always enjoyed the three masted or five masted (maybe eight here) tall sailing ships of organizational culture with each of the masts being key (not necessarily essential) to sailing well. There are many businesses that have faulty masts and still limp along.
Then you can get into the finer details of these sailing ships…who is steering, who is trimming the sails…too many anchors, etc. Who is standing on the dock trying to hold the ship back… Once sailing, organizations have to continually navigate the challenges of the seas, winds or lack of, storms, reefs…just excellent fodder for discussion. Not sure we would get into keel hauling organizations though….
I am curious though about the longer term vision of some of the identified leaders. Did theyget off course or, with excellent 20/20 hindsight, would they have done things differently knowing the impact of their actions? Would Ray Kroc perhaps have included more healthy options sooner if he could have foreseen the level of obesity related, directly or indirectly, to fast foods in general. Is that too much of a generalization regarding ownership/accountability/legacy? Might be too far off in the woulda, coulda, shoulda realm.
Guess I need to add the book to my exponentially expanding list of good reads. I think I have to set a goal around this (yesterday’s LF thread).
To answer which seems most important, trust leads the way, the others align when true trust guides the ship.
Oh I like they Ray Kroc question Doc, I see this weight matter is at hand!
Interesting you bring up healthy food. I wondered about that too. As far as the book is concerned, I decided to let go of the food choice and just say that Ray did build an amazing organization… even if the food choices aren’t always the best.
I guess I decided to appreciate one side of the Micky D’s story and bury my face in a Big Mac on the other.
You comment does bring up the important and very challenging topic of social responsibility. That conversation might include things like alcohol, tobacco products, fatty foods, offices where people don’t move around all day, brain cancer and cell phones, and red dye number whatever and …. oh man! I’m feeling sick. I better go get some comfort food to sooth my troubled mind…maybe some French Fries! Yum
Still having more fun than is humanly possible …..
Doc is a featured contributor on Leadership Freak. Read his bio at http://leadershipfreak.wordpress.com/doc
Great Stuff. I agree that ownership beats holding people to account hands down. Reminds me of an African saying that “You can take a cow to the river to drink water but you cannot force it to take a sip” You can not get loyalty, enthusiasim or pride by force
An intriguing statement “You cannot hold people accountable for the things that really matter in an organization. Loyalty, enthusiasm, pride, … are matters of the heart not the head.” I would very much like a copy of this book. Your Dreams Are Too Small is also an interesting title.
As a business leader in my community, I work with business and community volunteers. Any resource available to me helps me be a better leader. Creating buyin to the mission, and staying on message is vital. I would enjoy the opportuinty to recieve a copy of this book
I’d love to read this book
Core Values are one of the biggest keys. People can know what you do and not really be moved, but if they resonate with why you do it you can build a huge level of excitement and committment.
Thank you for sharing what sounds like an excellent read. I would love to put my name in the hat for Joe Tye’s book. Thanks Dan too for your thoughtful daily leadership updates.
I’ll be reading this one!
I have so much room for improvement as a relatively new small business owner but I didn’t realize that I was using several of these ideas. I often thank my staff at the start and end of their shifts. And my mission statement states, as well as what all of us who work here actually practice, is beyond what we sell here. The product/services are just great vehicles for the sense of community created. I am looking forward to using more of your ideas! Thanks for the inspiration!
The key to any successful change is understanding the organisation culture. There are still too many organisations that try to improve through process redesign and re-engineering only without engaging the people.
Great list of 8 factors – #8 was so obvious and yet novel to me in its wording. Creating that successful workplace culture is so much about creating relationships, and what a great way to show someone’s value as to honor their participation as if you had no other renumeration for them!
Very generous of Joe. I’ve heard of this book before, but haven’t picked it up. This was a great write up of it, and now I’m a little more intrigued. Thank you for that 🙂
“Culture is the only sustainable source of competitive advantage.” I agree! Whether you are a non-profit organization or a for-profit business, success comes to those who have happy people with productive (internal and external) relationships. Can’t wait to read the book!
I would like to read this book.
This looks like a great book!
How does one achieve #2 Use structure and process to create culture??
We have a great culture at work but some days which can turn into weeks of “ho humness” How can you build the culture without compromising professionalism? I would like his book to help me with this where I work.
I think the most difficult part of building a culture of ownership is learning to trust others to complete the work you pass on to them with excellence. But isn’t it funny how that also requires the person you entrust with work to have some sort of ownership already. Interesting thoughts.
I work for an international development consulting firm that implements projects on five continents. We strive for our corporate culture to be felt and demonstrated in every project. The term ‘invisible architecture’ really resonates with me, something we build and polish every day. I’d very much like to read more.
Treating people like volunteers is a great idea in a business. But how do you get volunteers to do the work necessary to be successful? This is an issue I struggle with a part-time, unpaid staff for several projects (one being a non-profit).
I would love a copy of your book… 🙂
Hello LF Community. This is an awesome book chock full of information and lessons which I use more as a work book. It is an easy read but get out your yellow markers. The three that struck a chord with me were Building Trust, unleashing creativity and treating people like volunteers. In his book Joe Tye makes it clear that all hands are needed on deck and that all play significant roles without exception. It is all about culture and I so much agree with him that culture is such a customized and personal and unique element to every organization and without it all headway is questionable for both the short and long haul. Core values are important and over time may be ranked ordered differently depending on the environment but the immutable truth is that culture if owned and pervasive will suffer no harm regardless of the surroundings, competition, and changing dynamics of the market place. Great read, highly recommend and for those of you with an exponentially growing list, I would urge nudging it up on the list and I promise you won’t be sorry. Take care, Al
I would really enjoy a copy of this book. Thank you 🙂
If an organization has the qualities that Joe talks about (and for sure they are the right ones) then accountablity is never a real issue. Organizations where the emphasis is on “accountability” are more about “gotcha” that about the satisfaction of creating something of which everyone is proud.
The “8 Factors” is a great list. They apply to internal teams as well as businesses. Just change “Create a mission bigger than the business” to “Create a mission bigger than the team.”
I volunteer at a homless shelter, i am the weekend site manager after 15 years of service. this service has profoundly changed the way I manage and treat my empoyees at my company. I treat them the same way I treat my volunteers at the homless shelter. the results are simple I enjoy my job, my employes and my company is far more succesfull than before. “treat them like volunteers actualy works.”
In fundraising, “telling stories” is the most important factor for us – not only to inspire connections and ultimately gifts, but to keep us focused on where these dollars go and why we are doing things like segmenting, research, and events. But storytelling does this:
Storytelling creates the mission that is bigger than the business . You have to articulate not only a need, but a dream of how much better life will be for someone because of a donor and your organization. And you do that with stories.
Looks like a good read!!
The Florence Prescription: From Accountability to Ownership Intrigues me!! I have watched this in reverse in corporate business but need help to infuse this in Non Profits as I continue to take on volunteer leadership roles where the commitments are low but passion seems high.
Culture is the single biggest impact any organization can have. Those organizations who do not think about culture will typically be reactive to situations. This puts them at a disadvantage to those who plan effectively and more importantly those that instill at every level the emotional connection. Culture is the tool to building emotional connections between employees, management, executive, customers and vendors. It defines the principles and demonstrates vision, goals and action in alignment to those principles .
I’m going to take the unpopular side of this argument and say that culture does not trump strategy and here’s why: http://www.n2growth.com/blog/culture-trumps-strategy-not
Always interested in your thoughts Dan..
I popped over to your blog to read the article you mention.
First, thanks for leaving a link that expands the conversation.
Second, I love your point. Developing dynamic corporate culture is not an accident. Building a culture of ownership IS a strategic initiative. In that sense, strategy comes before culture.
Thanks for stirring the pot.
Two ideas in this post that got my brain thinking:
1. Holding people accountable doesn’t work as well as ownership.
2. You cannot hold people accountable for the things that really matter in an organization.
Thanks Dan and Joe Tye!
I love how Telling Stories can so effectively share the the customer experience in all it’s glory – or ugliness. To paraphrase Justice Potter Stewart, I may not be able to explain it, but I know it when I see it. Stories allow us to see with our mind’s eye what ownership really is.
Great book, will like to read it. I wish you could throw more light on treating people as volunteers.
I was made to CHANGE THE WORLD. At the age of 20, I started my own company, Dream Big, that was geared towards changing the lives of youth. Now, at the age of 21, I am on to creating an invention that will shift the way we live our lives throughout the globe.
I am here to MOVE the nations. I NEED to know how others have created the ideal culture, what works and what doesn’t.
“A smart man learns from his mistakes, a wise man learns from those of others.”
Thank you for your consideration.
Perhaps you should reach out to Joe Tye. I spent an amazing hour on the phone with Joe. Let me know if you’d like a connection. Who knows, he might be inclined and available to chat. I should say that Joe’s main focus is hospitals. That doesn’t mean his knowledge and insights couldn’t transfer to your arena.
Let me know,
Let me add that the book “All Hands On Deck” is very helpful.
Dear ‘Leadership Freak’,
Enjoy following you on Twitter. I do believe in new leadership you describe. Recently followed some course on Leadership Essentials. First half day, I was wondering ‘what the heck’, but at the end of the first session, I did really understand how to guide a team the new way with a lever on continuous improvement for every teammember. Yet, still more easy to say than to do… but I am trying this out, and I do believe in the new management style. Therefore, I do appreciate your tweets a lot!
I would appreciate the book a lot, but even without, I am learning by your tweets/links, I do like new visions anyway !
i would absolutely LOVE a copy of this book !
I don’t want to win a copy (because I already have one) but I do want to chime in and say this book is outstanding! I’ve been a fan of Joe’s work for a long time and “All Hands on Deck” delivers!! I wrote a review of it myself here http://www.danieldecker.net/i-wish-they-would-just-own-it/
Thanks for dropping in and leaving a link that extends the conversation.
Best to you,
For the past ten years, I have been on the Board of my synagogue, yet I am only 38 years old. After reading the 8 Factors in Building a Culture of Ownership, it occurs to me that these need not be just focused on corporate, for-profit organizations. Indeed, building a culture of ownership is something that inherently needs to happen in all organizations, at all organizational levels. I would love to read more about Joe’s thoughts and would love to present them as a challenge to my Board and future leaders of my congregation.
Love your post. Can’t wait to pick up a copy of All Hands On Deck. I’ve spent 30 years in media as a journalist, tv anchor and radio talk show host. My primary job now is a Pastor of Programming and Media at a very progressive, cutting edge church. We are in the process of building strong teams of employees to come alongside volunteers to inspire excellence, community service and commitment. You are so right that it’s about building a culture and embracing values. Keep up the good work. You’ve inspired me to higher heights of greatness
I agree that it is important to have core values for a company. It gives the owner and all employees a standard to work towards and it creates a standard to how customers are treated. When I think of core values, I think of Chick Filet- a company that does not open on Sunday. This is a value that speaks volumes and has gained respect throughout many industries.
The over arching look at what a leader is to be about is great insight!
Thank you for sharing your review of this book. I’ll put it on my to read list, as I am always looking for more leadership and management books to learn from.
There has been so much talk lately in my work circle about holding people accountable, I’m very interested in reading more about the idea of ownership.
I think all 8 are essential, but #6 is the most important. Some people instantly “get” the culture, act on it, and thrive, but others need to be “formed,” so to speak. I think 6 does benefit the organization in as a whole and in the long run.
Wow, does this article apply to me! I had brain damage in the two lobes where strategy and relationship are processed, all while trying to run a business! Imagine what a non-stop nightmare that was.
I healed the brain damage, but really resonate with the notion that “culture eats strategy.” So do a lot of other things… like brains! I feel like I live in a completely different world now that those two brain lobes work. Learning how to run a business since healing the damage has been a very fast adventure in maturing my brain.
Maturity is the real linchpin of great leadership, and is almost entirely dependent on a deep ability to handle emotions and relationships. It’s great to see the emotional component of business addressed, because American culture is not designed to have us achieve maturity. No wonder we have such a leadership vaccuum in our country! Our culture is DESIGNED (unconsciously) to keep us perpetually adolescent, and nothing but our own deep dogged commitment to develop our personal character can overcome the drift of the culture.
Love it Dan, offer a book and you get 4X the responses.
How can leaders create cultures of ownership?
Give those in the culture a cut of the take. We live in complex times and people are more interested in survival than touchy feely aspects of work.
Which of the 8 culture building factors seem most important? Why?
Before I comment, I have not read Mr. Tye’s book.
1. Create a mission bigger than the business – I wish I had a dollar for every hour spent by corporations creating Mission Statements. I am always amazed at the time spent creating mission statements and the lack of time spent implementing mission statements and how quickly those who created the statements can’t remember key elements of their statements within weeks of publishing them.
2. Use structure and process to create culture – I am not sure how one would go about doing this any other way. In the safety world, creating a safe culture is not for the faint of heart. Even though most people come to work thinking they will not get hurt, they do. I remain to be convinced a “culture” can be created. A culture is what it is, the trick is figuring out how to use the culture to the advance the goals and objectives of the enterprise versus blaming the culture for failures. An excellent article on this subject can be found in the Spring 2011 issue of “strategy + business” at http://www.strategy-business.com/article/11108?gko=f4e8d
3. Embrace values – People come to work with their own set of values. Their values depend a lot on how their parents raised them. Unless the values of the enterprise align with their personal values the likelihood they will “embrace values” is low and their conformance to those values will merely be compliant as opposed to committed.
4. Build trust – Now this is tough. Trust comes from a very deep emotion in our psyche and it takes a long time for leaders to earn trust of their followers. Trust is a quality that can take forever to earn and be lost in seconds. Rather than focus on gaining trust, I would focus on fairness and honesty.
5. Tell stories – What about, why and to whom? So many stories in corporate settings are based on folklore with a strong bias toward the story tellers view of the world. People tell stories all the time, it is how we humans communicate. But stories about “ownership,” sorry, in my 40 years of working I have never heard a story about “ownership.” Guess I need to read Mr. Tye’s book.
6. Shape character – Again, an individual’s character is shaped by elements that are far beyond the reach of the organization. Think about it, how many people have you personally known who’s character has changed by their work or those they work with? I think I can count this number on less than one hand.
7. Unleashing creativity – Certainly this has become the in vogue passion of employers who believe they own the brain waves of creativity and innovation in their employees, at least from 8 to 5. Some believe they own these brain waves 24/7. The problem for these employers is that business has evolved well beyond the notion that employees are going to offer creative and innovative ideas for altruistic reasons anymore. I wonder if Arthur Fry, inventor of Post-It Notes, would have allowed 3M exclusivity of his invention today if he had known the value of his invention sitting in his church choir on a Sunday morning in 1973.
8. Treat people like volunteers – Again, I need to read Mr. Tye’s book to understand this culture building factor. For me, volunteers typically means people who work for FREE. I don’t think people want to be treated as “volunteers.” I believe they would prefer being treated as ASSETS.
Just my 2 cents.
Be safe my friends…
I agree, many companies say they have core values, but seldom practice them. Core values and culture is what defines a company and its employees.
I love books! I try to read a book a week. And this is one book I have not read yet….
Thansk, Dan… “All Hands on Deck” sounds like a great read and hope to incorporate it into my readings soon.
Although I feel the 3 dimensions are in fact visible, as they will show, both on the outside of the organization (product, service, engagement levels, overall morale…) and on the inside (team collaboration, leadership growth, cultural sharing…) — seeing these from a transparent point-of-view could actually be helpful to those not enthralled in the day to day operations of the company.
With regard to the 8 Factors of Cultural Ownership, I believe that the key points described are dependent on each other. So, I cannot isolate one or two that are more important. I feel it would devalue the structure. But I will add this: when an organization in equally engaged with both leadership and its customer/client base… ownership itself then becomes the culture. Follow me?
Great post, Dan… glad to see value added to the community through Joe’s accomplishments. Thank you.
Book looks like a requirement to anybody’s library that is serious about growing.
I read some of his older books and really enjoyed them. This should be a good one.
An interesting post. The 3 Dimensions of Invisible Architecture reflect the quality of management and its beliefs. The CEO as a leader needs to demonstrate in his actions the core values that are required to be followed. Fairness, transparency and good communication are the key essentials to build good organization culture. Empathy can help in building emotional environment and can help forming the family culture inside the organization.
It’s easy to say that you cannot hold people accountable for the things that really matter in an organization. Professional management will never allow such lethargy to set in and it is through people good work culture will get established. People will work wholeheartedly once they find that their organization is caring and practices good values. But, accountability has to come as a professional habit and is part of head and not heart.
Leadership and culture are among the main themes our discussions have been revolving around for the past few weeks, and this book seems to be a must-have. Thanks to you and Joe for putting it up.
We’re planting a church in the next 12 months. This book -and the concepts outlined – looks like it has insights that would be very helpful for us!
I would love a copy of this book especially when it explains about how to create a culture of ownership. This is very important when people are expected to take ownership of tasks assigned but most of the time, they fall short of their duties and you are left wondering why is there no commitment and ownership shown in trying to reach a common goal.
I would love to have a copy of this book.
I love the idea of treating people like volunteers -it’s a great mindset for us to have as leaders to make sure we appreciate our people.
If the people that worked for you were volunteers what would you say to them?
Challenging thoughts and good questions to ponder. I like the idea of leaders creating cultures of ownership. This is much easier said than done.
I resonate with the first factor in creating a culture of ownership: creating a mission bigger than the business. If we dream high and communicate that vision to others, the excitement for the mission will be contagious.
Thanks for your post.
How important is mentoring not only by leaders but also for leaders? How does a distinguished leader like yourself find a mentor who will encourage both personal and professional growth? Thank you for your wisdom and guidance.
I too am intrigued by this concept.
What a fascinating approach. Look forward to the read!
I’m a new manager working to build my leadership skills…I firmly believe in the power of culture and want to learn as much as I can about ways to do it best…i need this book 🙂
Great Stuff! I’m looking forward to reading some more.
This sounds very similar to the philosophy I’ve built my company, http://OurChurch.Com on. I’d love to read the book to see if there are ways we can do it even better.
I’m a little confused by your post though. It sounds as though you’re not giving away copies of All Hands on Deck, but Joe’s other books.
You are correct. I’m not giving away “all hands on deck” The three books listed at the end of my post are the giveaway books.
Great stuff, my success in my organization comes from passion.
The eight factors in building a culture of ownership are all tough things to do. These are not things we may like to do but I am convinced that they are things we need to spend most of our time doing.
Looks like very interesting and useful material. Thanks for the post.
The role that culture plays in executing strategy is tremendously underestimated. I’d suggest that changing culture is the key to executing strategies which involve significant human factors.
Very useful material.
Read this post right after coming out of a meeting where myself and the other leaders of our territory allowed our employees to come up with the ideas and action plans to capture the engagement for our group, and make the business better. By allowing them to pilot our ship they are creating the culture as leaders within our territory that can have a grand affect on the entire company. 2011 will be exciting indeed and these books sound like they have great ideas to continue to build our culture.
Thanks for adding your story of building culture in your organization.
I want to share and elaborate the idea I shared with Mike, Tristan and you on Twitter that culture and strategy are not separate, either/or elements; that instead, both need to co-exist and meld for real growth and development to occur. As I pointed out, muscles are useless with bones – in this case, an organization’s culture serves as the bones, providing the structure onto which an organization can develop and strengthen their strategy.
Culture on its own doesn’t create change or new innovative measures. Similarly, strategy without a cultural framework lacks the focus needed to allow for modifications without losing direction. In successful organizations, both work harmoniously to ensure that strategies conform to an organization’s cultural norms/values to maximize both buy-in and success in reaching shared objectives.
Thanks for inviting me to participate in this enjoyable discussion, Dan.
I’m delighted you stopped in. Thanks for sharing your insights.
You make me think about how we look for single solutions to complex situations. Tough challenges have many components. Perhaps order of magnitude and order of priority are something to be discussed.
I think that a good leader should give others some ownership and help them embrace the values of the organization. When they feel that they have a stake in the outcome of the way they conduct business that can add great value.
I am always interested in the different authors that are presented on the blog along with a wide variety of ideas that can be explored in leadership.
Thanks for writing. I would love to read Your Dreams Are Too Small. Sounds like it is a real winner.
Any of these books would be of help. Thank you for the opportunity.
Nice summary of the book. Looks like it could be a good one.
If the book is half as compelling as that review it will be more than worthwhile. I cant wait to read it!
Sounds like an interesting approach. . .I’d love to read more. I am intrigued by treating employees like volunteers. . .and I think building core values does sound good. Where my husband works, the boss does not show good values and it trickles down quickly after employees come and everyone has a poor attitude. . .I would love to see that change for him but I think it needs to start at the top or someone needs to influence the owner by encouraging him to gently change.
Some interesting concepts. I would love to read more
Definitely interested in reading this book now. Great subject matter! I’m finishing up an MBA, and we’re in an Execution Leadership class right now. The topic “Use structure and process to create culture” peaked my interest. We’re reading the book, “The Execution Premium,” for the class.
There aren’t enough books about the specifics of how to build an incredible corporate culture, yet most would agree culture is the only sustainable source of competitive advantage.
Great book! I want my copy!!!
It begins and ends with how you treat people. I think treating people like volunteers is a perfect way of conveying how employees should be treated. All too often employees are treated like the are locked in and aren’t going anywhere. The fact is that your best employees have options and can go anywhere to be great.
I would like a copy of the book. It sounds great! I will even post a review about it when I finish reading it.
I’m in for a FREE copy!
I really embrace creating a mission bigger than the business. It is hard in my current congregation because there biggest recent achievement was epic, but it was mostly about the business and a little to do with failed vision of a previous pastor. Now it seems as if we are focused on just fixing the business. I am hoping it is just until that part is fixed and we can move to mission. I am wondering though if finding mission or doing mission might fix a lot of the business fast than fixing the business.
I am really curious to the final chapter; treat people as volunteers. I also would like a copy (PLEASE)
I would love to read other ways of making employees engage with the company.
I’m sure I would enjoy reading one of Joe’s books. Thanks!
Every book is a tool for the Leader of an organization. I look forward to reading further effectiveness tools to help all of us succeed in the work place.
When “All Hands are on Deck” and truly understand the focus and vision of an organization this can really set the thermostat for the entire company as well as the employees.
I would love to add this book to my toolbox of leadership knowledge and see what gems I can pull out and share with other leaders.
“Holding people accountable doesn’t work as well as ownership” and “Culture eats strategy for lunch” are great quotes and they make sense. The important part for leaders, however, is really taking these things to heart and weaving it into the environment. Too many leaders are great at “talking” about these things; but not at all adept at making it real.
I’ve met Joe, heard Joe speak and have several of his books. Always worthwhile reading Joe’s material.
Joe has a lot of life experience to draw from. The well runs deep and the water is pure.
I love the idea of treating people like volunteers. We all know these days that people need to work to survive, but that is no reason not to listen to them, value them and thank them for doing great work. This sounds interesting.
I am looking forward to adding one of these books to my library, thanks for the opportunity..
I will read this book regardless if I win – It sounds very interesting and I want to know more!
Sounds like a winner. I can’t wait to devour it”
Joe, I agree completely with your statement “Culture eats strategy for lunch.”
Looking forward to the chance to read your book.
Everything truly rises and falls on leadership!
Looking forward to reading this. Our ministry is in the midst of cultural and structural changes.
I’ve worked on transformational change programmes in the public sector and found culture to be the key success factor. Its always about the people. Just reading Leaders Who have no title by Sharma and that again focuses on embedding a culture of individual leadership throughout organisations. Would be interested to see what you have to say on the issue!
Great point on culture as the key success factor on change programs. I should have included that idea in my lists. I’ve recently read, “All Hands on Deck” by Joe Tye. Excellent read on culture building. Thank you for adding to the discussion.
I’m learning a lot about how important Trust for a corporate culture is. I’m also realizing that losing trust might be even more detrimental to a company than never having it in the first place.
Powerful comment Rob.
For me, it’s the trust. ‘The Law of the Solid Ground’ from 21 Irrefutable Laws in Leadership by John Maxwell.
Trust is the foundation. Teaching how to trust and to trust is very challenging but when the leaders start to walk this talk, everyone follows. In any sort of relationships, trust will allow it to weather any difficulties and will not just survive but will win over the battle. If you start micromanaging and not working on how you can be clear with your instructions or when you don’t involve your people in the brainstorming session or in decision-making, you are obviously not fostering the ‘trust’ culture.
Know your people, leverage on their strengths and above all, tell them that you believe in them or that you trust them. Let them know-in words an in your actions.
All three books have interesting topics, which seem to cultivate the Leadership theme. ps-I just started following you and have enjoyed your point of view
Thanks for the opportunity to win one of these interesting-sounding titles!
Of the eight factors in building a culture of ownership I believe that trust is the most important one. If you build trust among employees there will be many positive outcomes. People who feel trusted are often more flexible, are prepared to go the extra mile, are more innovative, are more willing to put forward concerns or ideas and are more content with their work. If employees are trusted they will feel ownership of the company they work in.
One factor I am less keen on is “to treat people like volunteers” simply because in my experience volunteers are often not treated very well and their efforts rarely fully appreciated.
I believe very much in culture trumping strategy. Just read Cracking Your Church’s Culture Code by Samuel Chand (reviewed it on my blog too), curious of the similarities and differences.
Thanks for offering the contest.
Cultures are difficult to craft and can have a huge impact on the success of the company. I would love to read what Mr. Tye has to offer in his books.
I like your integrated/ big picture approach. Hope you’ll send me a book. Is it really random?
I love the idea that culture is your only sustainable competitive advantage. Also the idea of engaging employees in an emotional environment would go along way in todays corporate America.
Com certeza os 8 fatores são fundamentais para a criação de uma cultura organizacional. Parabéns!
Certainly the 8 factors are key to creating an organizational culture. Congratulations!
I really agree with your ideas, today companies that work on culture, they have to work on values first, if the people is not aligned with the values of the company, there won’t be culture. When people volunteers for something is because they are sharing values. When your values match the company’s, money making is not the priority. I would love to read your book.
In my experience, trust is at the root of all 8 of the factors. Building trust has to be an exercise in leadership by example. Talking about it alone will not establish any forward momentum. Start with your own behaviors. Is email common in your workplace? Its a great place to start. I follow one simple rule in all of my emails. If you mention someone or another person’s work, copy them on the email. This subtle rule will go a long way. Thanks for reading. @msmolinski
I would be very interested in this one. I actually agree with the general idea.
Every team member needs to be involved for strategy to acted on.
So many things about a an organization like so many things about each person are not really known to you form a relationship. It’s easy whether in a business or just seeing someone for the first time to see the appearance of what is…but knowing the story, understanding where the roots come from, appreciating the whole package tells a much different tale and may even surprise both persons(whether friend to stranger or company to customer).
In the long run, we were built for relationships and if we don’t cultivate them neither a business nor a person grows it just exists.
It sounds like a book I would love to refer to and learn from.
I often wonder if there’s an “invisible hand” that creates culture if no one else is willing to step up and give it a go.
All if these books sound like that can add to any leaders tool box. I hope I win one!!
This sounds like a terrific read! I have continually emphasized that culture should be the primary concern for every company. I would also contend that people who have a sense of ownership will hold themselves accountable.
I haven’t thought of considering people like volunteers, but I like the sound of that. It certainly puts concept of “work” in a different perspective.
I would welcome the opportunity to read this book.
Can’t wait to read this book!
Culture eats strategy…is that a good thing or bad thing? Guess it can go either way…
Hey Dan, this makes 208, is that the most ever?
From Joe’s perspective its a good thing. He feels that if you don’t have good organizational culture you can create strategy all you like but it won’t take you far.
Yes indeed, 208 is a record.. ooppps 209 with this one.
(Mark me down as 210!) I have been a teacher for 13 years now. I am just now learning how to be a great leader, this book would really add to my personal learning! Thanks for the offer and thanks for a GREAT BLOG!!!
I just listened to you on Motivational Mondays through the National Society of Leadership and Success. I liked what you said about Zappo’s having 10 core values and requiring their employees to know them all. To me, that says a lot about a company. I would really like to read one of your books. I believe I would find it very self- enlightening.
Culture DOES eat strategy for lunch…and dinner…and breakfast, too. And if it is in conflict with the company’s goals, it will consume the company as well. I have the figurative scars to prove it. Sounds like an excellent book.
Thanks Debra, must reading if you ask me.
GrandmaOnDeck is soaking up and learning from twiiter. My age should not limit me to learning. And, of course, if the book is free it fits my budget.
Thanks Gloria….so true
Our schoolwide theme for the upcoming year is: “All Hands on Deck.” I would love to receive a copy of your book to gather ideas and suggestions for leadership, etc.
When I interview candidates, I speak to our values and culture. For us, it isn’t something that we just write on the walls throughout our office, we live and breath it in everything we do each day. It is important for us to let our leadership candidates experience this for themselves. We spend an entire day with our candidates, a serious of group exercises with other candidates, roll playing with co-workers and in technical and general interviews. We also have lunch with the candidates. It allows them to determine if our workplace is the right fit for them and we can get a better idea if the share the same values; organically this comes through in our interactions. I am really looking forward to receiving your book and learning more about accountability to ownership.