The Culture Engine
Leaders build culture by intent or neglect.
Culture building begins with who you are.
Personal Philosophy:
Chris Edmonds, in his new book “The Culture Engine,” begins by taking readers through a series of useful exercises to develop and hone their personal leadership philosophy. I found the exercises enjoyable, illuminating, and helpful.
#1. Clarify your purpose based on service to others.
- What talents am I choosing to leverage?
- Whom am I focused on serving?
- What am I striving for?
#2. Define your values.
#3. Illustrate “valued behaviors.” Describe exactly how you expect to interact with people.
#4. Formalize a leadership philosophy that includes:
- Beliefs about leadership.
- Intentions while leading.
- What others can expect from you.
Reflection:
- Why are you serving in an influencing role today?
- What results are your leadership efforts generating today? (Positive or Negative)
- Who am I serving today? Note the roles and the specific players.
- What is the impact today of your leadership efforts on your relationships with the players noted in the preceding item?
Once you clarify your personal leadership philosophy, it’s time to get serious about culture building.
Getting under the hood:
- De-Insulate Yourself. Connect with players outside your inner circle. Find new sources of information about what’s happening around your workplace.
- Genuinely connect with team members.
- Connect with every department.
- Learn names.
- Engage in conversation about families and hobbies.
- Visit for five minutes without problem solving.
- Seek out truth-tellers. Rise above those who simply confirm your perceptions. Listen to people who express their perceptions about your plans, decisions, and actions.
- Share your assumptions and invite feedback.
3D:
Read “The Culture Engine” to learn Chris’ 3D framework for developing an organizational constitution:
- Define the culture.
- Delineate the behaviors.
- Draft a constitution.
What culture-building strategies have you found effective?
Facebook fans chime in on culture-building at the Leadership Coffee Shop.
Leave a comment on this post to become eligible for one of twenty free copies of “The Culture Engine: A framework for driving results, inspiring your employees, and transforming your workplace,” By Chris Edmonds.
Connect with Chris:
Buy “The Culture Engine.”
Culture is great but some leaders set up a culture but let it dwindle. Next thing you know a new culture get instilled it might not be the culture you wanted. Culture must be nourished to flourished
I think the reason culture dwindles has to do with some or all of the elements of Getting Under The Hood. If leaders stay insulated, the culture setting is superficial and often goes to those with the most previously established status within the group/team – positive or negative.
I’m new to Leadership Freak, and I have to share that I’m loving it! I share interesting Leadership articles with team members at my weekly staff meeting. Push for feedback and don’t forget the “personal” touch!
There are points that people brush off and it is nice/god that they are pointed out. Leading happens everywhere, understanding should be a requirement. Culture is everywhere.
I am sharing this with everyone on my team!
Looks like some great guidance on ‘revving’ up your culture! Looking forward to reading it. Culture is the foundation of success in any organization!
Culture creation, evolution and sustainability requires leaders who are inventive and disciplined.
Looks great, can’t wait to read it.
I always enjoy reading your leadership pieces. the insights are great. While I do not have people reporting to me anymore, I see that my role in my life, work or family to represent the good things about leaders and role models for our children and grandkids. The skills listed in this writing can and should be used all or at least in part by all people in order to be successful in what ever goals they have set for themselves.
Thank you for the reflection with my morning coffee.
I love the idea of building a constitution. It suggests a driven and visionary group is working to become the founding parents of a new organizational culture.
On a side note, I’m always a little selfishly torn about sharing these kind of posts since the more folks that come here, the more that comment, the less my chance of winning 🙂
But I suppose I’ll do the right thing and share since I want more people to be nice and help others be nice rather than be selfish jerks.
Thanks James. I was just thinking how a commitment to generosity is one way we confront our own selfishness. At least that’s true for me!
Dan,
Good as always!
I have found developing meeting minutes helps keep others informed, if they missed the meeting or did not hear everything that was said for whatever reason. Meeting format helps to organize progression, Old business, New Business, Announcements, etc. have helped our group move in a direction, leaving time for conversation on many other topics that may be relevant or not, keeps thinks interesting.
Like always, I truly enjoyed reading this post. Thanks for sharing.
Excellent comments. Culture is the collective of the attitudes, habits, and behaviors of people who work within an organization – it is to the organization what personality and character are to the individual. Given that, culture does not begin to change unless and until people change. And the people who need to begin the process of looking into that proverbial mirror are those who have taken it upon themselves to work toward a more positive and productive (and pleasant) culture.
Articulating behavior changes are key in culture building; Actually behaving different is the differentiator.
Love that Peter Drucker quote Ben! I have newly found the Leadership Freak site and have bookmarked it to read periodically. Am going to locate and follow the posts on Twitter as well.
Looking forward to reading this book.
Culture eats strategy for breakfast every day of the week. It starts with the leader. I hope to get a copy of this book soon!
Ben, thanks for the quote. I’m gonna use this one.
My experience is that “setting-up” a (positive, creative, desired) culture does not work if it is not grounded in one self. With that I mean that people soon notice it when you don’t practice what you preach and are not an example of what you say you want. So as a leader, be also a follower, make, admit and learn from mistakes, let others lead, listen carefully, be creative, appreciative, etc. In my view that’s the easiest way because you can be yourself, learn every day and have a lot of fun along the way! Therefore the steps from the book are so appropriate: start with yourself and your true intention ( would love ti have a copy and learn more :-))
Thats really wonderful to go through the contents , its very apt and defined well to understand the importance of the cultural aspect. Infact i have scooped most of your articles to my repository. Now look forward to read this awesome book
Especially in small family businesses, the culture is too often unintentionally defined and many times undermines what the real goals are. Thank you for introducing clear steps to help us define where we are, where we want to go and how to serve our customers best as a team! The fact that you respect this author puts this book on my reading list!
Leadership does drive the culture. Employees as stakeholders in the strategic planning process will help move a previously hierachial closed business into transparent strategic partnership.
The questions raised in this preview to the book are fundamentally important if a leader is to developing a culture that brings out the best in people. Look forward to reading.
Great insights and so critical during transformation of culture to gain understanding of others mindset!
Get under the hood – every single point under this heading is good. Seek out reality and build relationships. Unfortunately many of us are afraid of what we might discover. Or we are fearful of being vulnerable. We can’t let that stop us. These fears will keep us from being great leaders.
Leadership is how you create the culture according to different kind of company and this culture could actually bring benefits to the company in the long run.
I have recently recognized that I actually struggle seeking out truth tellers. There is a lack of humility the Lord is working on in me that has gotten me into trouble one too many times. I am beginning to recognize a bit of growth as I become aware of this problem. But historically my default is to assume that I already know the truth. #ignorantpride
Thanks for the great post as usual. I look forward to reading “the Culture Engine.”
it is simple culture exists and needs to be recognized. if it is not fostered it becomes negative. Culture must be cultivated and honed in order to be positive.
The tag line on today’s blog was what caught my attention. I’m actively engaged in developing a culture among those I lead whether I choose to recognize it or not – guilty by default or responsible by intent! This was a wakeup call for me.
Been through many leadership changes in my career and this is spot on about the leader shifting the culture, often to the dismay of people that decided to work there for the previous culture
The #1 issue as I have experienced it is the lack of “living it” by management and executives. Plenty of $$$ get spent as it appears to be worthy, but in action, it’s mostly lip service from above, making the entire idea a sad experiment.
Leadership is as much identifying who you are and your leadership style – then working with that to help lead others on your team – I think if you sell leadership as everyone’s opportunity to grow personally, you will have instant “buy-in”. The “What’s-In-It-For-Me” becomes instantly answered and obvious to your team. This makes leadership more appealing and easier to handle – sell it as a personal development opportunity, for your entire team, NOT just you the leader
Love the opening quote. I never heard it put so succinctly. I really like the comment about de-insulating yourself. As a leader one of the best things you can bring to the table are the relationships and knowledge you have outside of your own area of the company or team. It makes you infinitely more valuable to the company and your own team. Amazing stuff!!
I have been at my current job almost a year. As the Dean I am responsible for setting the agenda for how we operate day to day, but also moving into the future. One of my main challenges is trying to make changes with a group of individuals who have been here longer than I have. I have been able to buuild a lot of trust over the last year, but still feel like we are missing something in our direction or what we are calling our Why. I think this book might be able to answer some of the questions that I seek.
I heard once that ‘Culture eats strategies and policies for breakfast’. I thought your post was great and a reminder to me of this. You’ve given a simple a,b,c on how ‘being, noticing and connecting’ is essential to leadership and creating the culture that comes out from the shadow of that leadership
“De-insulate yourself” — yes, yes, YES!
Dear Dan,
I found all three strategies effective in culture building. Defining the culture is very important. One it is done, it is more important to precisely define what kind of behavior shape such culture. And finally, when these two aligns, guidelines are written. In fact all three strategies are interconnected and we can not view them separately. Defining the culture is greatly influenced by ideologies of key people who create the organizations. Their values, beliefs and what they want their organization to look like shape their definition of culture. It has the great impact on image, reputation and sustainability of the organizations. Many organization suffer from culture definition when they grow because they did not define culture when they started. They may have just agenda to start a company. Similarly, many companies redefine their culture definition later on to gain more short term benefits. And they tend to deviate from the real path. They prone to suffer more than they expect to benefit by doing so. It is very important for organizations to stick to their core values. It also mean that they should clarify, refine their values from time to time to create better impact.
Policies and rules should be consistent to ideology. More than that, policies execution should be aligned to ideology. Organizations tend to lose image by creating gap between policies and practices. Management and key people should ensure to minimize gap and also proper and timely execution of policies.Once it is ensured, organization will move like well-oiled machine.
It is also important to remember cultures need to evolve over time. With every new person that joins the team/organization the culture changes a little bit. It puts a lot of emphasis on who you hire and how their personality will change/affect the culture.
Good reminder that as people leave and new poeple join the team the culture will change a little each time. Currently the 2 new hires have added a breath of fresh air to the apathy that I deal with on a daily basis.
What a great list of locating and probing questions in this exercise. As I read and meditated on them briefly this morning I felt my passion stirring in my belly. Gonna look at them again later and spend some more time thinking on them and writing my answers down. Feeling energized! Thank you.
Really sound like a great book to read, yes defining and adapting to a corporate culture is demanding. But now working for US co’s in a very diverse and culturally environment in … Asia, so cannot wait to see how it is applicable.
Great Post adn good reminders when your getting your tail kicked
I love the questions under the ‘Clarify your purpose’ section. I feel like I should add ‘today’ after each of those questions and post them in front of me every morning. Very centering. Thanks for sharing – sounds like a fascinating book!
Enjoyed today’s post on adding value to create a good culture. I find this topic difficult to discuss since culture is not something that can be forced on people; that would be the opposite to culture. Love your daily insight Dan! Thanks.
Leaders build culture by intent or neglect.
I think that is probably one of the most powerful bits of the post today. Everyone ends up somewhere – we either arrive with intent or we arrive as consequence.
Its easy to consider the crafting of an organizational culture an undertaking too big for mere mortals, but just being true to your values and principles will set the foundation and raise the walls. Being intentional in everything you do as a leader means culture has a good change of taking root, in your circle of influence and beyond it it resonates with others.
The culture is built by all the employees …I find value in reading these blogs
Love the topic of culture and it is one I struggle with as I am a positive person by nature, I strive to communicate that to my staff and yet when reported out, they state morale is low. I wonder how I can get folks to own their attitudes as I work to maintain a very positive culture. Perhaps I need more direct work in this area to continue to build a healthier work environment. Thanks Dan for yet another great post!
Leadership Freak has begun to play a role in fostering our culture. We’ve been sharing articles and concepts and it has lit a fire. Thank you
A very timely piece. As a local politician presently seeking re-election, your post and the strategies helped me in evaluating and enunciating my values and philosophy of leadership as the local campaign begins the last critical stage.
As a college basketball coach, there is nothing more important than CULTURE in building a program-that’s the key-building a PROGRAM, not just a team. As a staff, what do we stand for? Do the players know what’s expected and there will be consequences if those expectations are not met? As coaches, do we walk the talk? Is it about wins or the program? Last season that question was answered when we dismissed our starting point guard mid season. Our head coach hates to lose, but he’d rather lose 20 games than compromise what he stands for personally and what we are as a program. Brad Oringer-Assistant Coach-The College of Mount Saint Vincent-NY
Dan I think success in sustaining a culture goes back to something you said in a previous post. Conformity is not commitment. If people believe in the culture, if they are part of the creation, they will work to sustain it.
I recently read Orbiting the Giant Hairball by Gordon MacKenzie and am a big fan of building and maintaining culture while at the same time not becoming part of the hairball that inevitably forms over time. It is the zigging and zagging through the tangled mess that you are able to perceive appropriate boundaries in which to create a dynamic culture that will bring about the best results for your team and those around you. Being proactive in having touchpoints across the corporate landscape, knowing others more than just business co-workers, and setting up new unconventional frameworks that aren’t part of the norm is mandatory to ensuring that you aren’t sucked in and made stagnant by mediocracy. A culture needs to be constantly changing, but within the context of itself. Too much change and you’ve lost your identity, too little and you’ve not grown and have now lost relevance. Culture is organic, so feed, water, and watch it grow!
Culture is sustained by incremental rituals and taboos. Steering values must be explored and demonstrated by all participants, but especially by leadership.
Does the book address rebuilding culture after a storm? Our CEO was recently fired and we do not yet have direction. Looks like it will be some time before a new CEO is in the driver’s seat. Rebuilding culture and some focus on healing will be paramount to our organizational success. All leaders need to own this focus. Can’t wait to read the book and engage my head and heart around these ideas. Thanks Dan!
This sounds really interesting
Leaders need to not only develop a culture with their staff, they need to model it. Culture is not a seed you plant and water a few times. In order to flourish and grow it needs to be maintained and looked after.
Outstandingly extral-ordinarire• Will make a Culture cahange and adaptability.
Clearly the offer of a reward has spawned many many comments … Nice work!!
The title and teaser for the book look great. I agree with many of the comments that culture is the secret and trumps strategy. You can have an excellent strategy but your culture rules how your team respect each other and you, how team work happens or doesn’t, and how valued your clients are … Among many other things. Too often a company starts out with a grand vision and it is the original inspiring founder(s) that ignite a collective passion driving early success. Over time a culture builds and as people join the culture slowly transforms to reflect the collective mix. Too often watering down the original message and adding new meaning for the tales of early heroics.
The steps listed make good sense … Understand yourself first. It’s impossible to lead authentically if you don’t love the culture you want. Then focus on the behaviours that create the ground rules for being part of the team. Then work on it every single day … Living it, reinforcing it and removing those that threaten it. If you got it right you’ll know … Followers will flock to you endorsing and giving you leadership power.
I think too many companies, when confronted by trouble, try to skip some steps. They revisit a nice vision, set some cool values, analyse a neat strategy but neglect addressing the real issues reflected in their internal culture. Te unwritten ground rules that are really bringing their organisation down. It takes guts to remove your rose colored glasses and look at the behaviours you team really display, and the culture they really live by.
It reminds me of the story of the monkeys in a cage. Initially they are all placed in the cage. A ladder is placed in the Middle with a bunch of bananas at the top. One monkey decides to climb to the bananas and as he does the whole lot are sprayed with cold water. He climbs down. Another tries to climb and all are sprayed again. This repeats a number of times until one point when a monkey starts to try climbing and then rest pull him back down. They want to avoid the punishment. A monkey is removed and a new one added. The new one sees the ladder and bananas and starts to climb but is wrestled to the ground by the remainder. Over time all the original monkeys are changed out with only new monkeys in the cage. They still pull any monkey off the ladder. They don’t know why they are pulling him down they just know that’s what happens around here.
Thanks for your blog. Always great. I’d love a book to see what other insights it provides.
Watch out for this monkeys holding you back from success and change!!
Rob
I heard someone say, culture in an organization is what people know without anyone having to tell them. It’s what people quickly learn just by “being there” for a bit. It’s what separates the employee manual everyone gets from the true air of the place. I think in great organizations there is no separation. Instead there is a transparency and honesty from the bottom to the top.
Seems like a really awesome leadership book that I need to get into!!
Clarifying expectations, celebration of values and time in relationship are things I think are important to creating healthy culture. Would love to read this book to learn more.
Looks interesting, Dan. As you know, I find values to be key to organizational identity so I was happy to see that they are integral to Chris’ approach. Even better, he recognizes that values are the compass for valued behaviors, which is really what leadership is about. Best regards.
I look forward to reading the book!
As I just shared in my blog http://www.nosmokeandmirrors.com , Culture comes before strategy
Great advice on how to build culture. I liked the get under the hood section. Find someone outside the organization to get information and insight. Thanks for great information every day!
We are on 18 months of changing our culture from a black/white don’t cross lines culture to servant leadership. It has been a crawl, but moving in the right direction. This has been one of our frameworks to moving the needle with challenges to leaders in reflection, definition, and role modeling. I enjoyed it in this perspective.
I love your opening line — “Culture building begins with who you are.” We can’t wait for somebody else to establish the culture we want. Each of us is responsible to take that first scary step, even if no one else joins in.
As a captain of a D1 athletics team- I would love to take a look at this book . Especially as it relates to the culture of a team, a culture of hard work, excellence, and achievement.
Enjoyed reading this post – have retweeted and emailed to my leadership team
What should a subordinate organization do when the culture is set and driven by higher echelons within a hierarchical military organization? Is it the best path to emulate that culture within the smaller, satellite organization?
Dan, I can personally attest to the value of this book! Chris was my personal coach for a number of years as he helped me drive a purpose-driven, values-based culture in an organization. If you follow his process you will become a more effective leader, and you will build and sustain your desired culture. It will transform your leadership and the rest of your life!
The book seems like it would be very interesting. I have dealt with trying to assist companies in culture changes and the biggest aspect is to get everyone on board. If some are not willing to contribute to changing the culture in a positive way then tough decisions may need to be made to get the right people in the positions to make the culture change successful. There is nothing worse than working hard on a culture change and only have one or two high ranking directors on board and the others aren’t – the culture doesn’t change because it doesn’t change all throughout the company. Hiring for culture fit is another key point, to make sure every time you are bringing new people into the business they are a good fit for the culture you are trying to achieve.
I loved the questions and would love to win the book!
I think these are great things for leaders to think about that are often overlooked. It is important to always think about how you are coming off and whether or not that is the way that you intended. Reflection and insight are key to leading others to greatness. Thank you for sharing. 🙂
Clarify, Define, Describe, Reflect… Leadership is an action. Not enough leaders get that!
Culture is established by Leadership. The culture in any organization is not the one that is spelled out in their mission statement, employee manual, or anywhere else. It is what the leaders tolerate. Just as the speed limit is not what is written on the sign. The speed limit on any stretch of road is whatever Law Enforcement tolerates before they pull people over.
I like the 3D approach. Particularly the 2nd and 3rd “D’s”. It seems to me that most places I’ve worked try to define their culture. It is Delineating the behaviors, and Drafting the constitution that matter. Setting expectations, consequences (both good and bad) and holding people accountable in a trusting, supportive environment.
Dan, your very first sentence grabbed be–how true it is that “Leaders build culture by intent or neglect.” Unfortunately, it seems the larger the organization, the greater the neglect due to the watering down of intent through the many managerial layers. I would love to read this book!
Looking forward to reading this book. I just got promoted as a Sales Director and now handling 3 teams of Property Consultants. I want to gain insights on how to build a culture that strongly promotes excellence, service and mentorship. Congratulations on your new book. God bless.
It IS about intentionality. Sure, the culture will develop with neglect, but it becomes can be something that no one wants! Thing it through, prioritize, and act. The most boring, difficult, but necessary part of culture building is repeating yourself…A LOT! Its not that people are dense. Its that we have so MANY distractions, that the best part of our culture platform is comprised of you mission statement, your group guidelines, etc. Repeat them often even as the culture grows so that new people that are hired will here from the interview through to their retirement!
This is the very topic we have been discussing on our team lately. I know there needs to be a shift in culture. I think I have allowed some things to develop that I don’t like. I wasn’t intentional enough. I have been looking for resources to help me work through this because the leaders I have asked haven’t been able to answer my questions. So even if I don’t win the book, I am going to buy it. I have a good friend (Terry Parkman) who articulated a great process that includes this concept. It’s a progression of how your organization can grow starting with vision…
VISION — SYSTEMS — BEHAVIOR — CULTURE — MOVEMENT
Would love to read the book.
I must say that culture is not thought of enough in a lot of work places now days. Creating a culture and an environment where people can thrive is a great thing. I believe this helps in assisting a productive work environment as well. I would really like to read this book and see what all he has to say on creating culture as well as managing it.
I appreciate your sharing this information. Sometimes we neglect culture, leaving it to natural forces. I was challenged to look at myself as the starting point. Thanks for sharing!
This really speaks to what I am looking to build upon at my new place of work. If the book is anything like this blog, I would love to read it!
Good morning Dan;
In the past many leaders assumed that if they could just keep things running on a ‘steady even keel’, their organizations would remain successful. However, in today’s climate of constant change nothing is certain anymore.
Leadership is not just about top down influence of others, as many ‘old-school’ definitions presume. Leaders are an integral part of a system conected and driven by relationships, “the good, the bad, and the ugly”. Failure to recognize the power of relationships can result in organizational disaster; disatisfaction, employee disengagement, and dead weight.
Leadership is all around us every day in all facets of life. The quality of Leadership effects our families, our communities, and our churches, and ofcource our places of employment. In all of these area’s, example’s of leadership can play a vital role in acquiring and building the foundations of our personal leadership approach. BEWARE, all example’s of leadership are NOT positive one’s. The first and most important trait of a good leader is ‘Character’. All leaders will face difficult situations. Situations that require experience and know how. ‘But’, without Character, failure will often be the result.
First, you must believe in your people, your company, and what you do. True leadership guides, teaches, and inspires those who work for them. When people have confidence in you as a leader, they believe that something BAD can be turned into something GOOD. “That’s what being a positive effective leader is all about.
(LEADERS), truly look at your people with a more Character-Based approach. With an eye for what human beings bring to the table, “and gain from it”. This commitment to taking respondsability to honor each others worth and the way life itself is expressed through the productivity of people’s hand’s, head’s, and heart’s is not only a decision, but a way of life
WHO’S JOURNEY NEVER ENDS…
Cheers Dan,
Stevee
Intriguing and very timely for me. For the second time in my career, I am in a European-owned business with a strong North American presence. I find that deciphering the role of the two cultures, professionally and individually, is a unique but interesting challenge. Anyone else encounter something similar? In other words, work in one country with corporate culture defined by another…
Thank you for this blog! Culture is very imortant. I look forward to reading this book, even if I don’t win a copy!
The reality of this one is that we create a culture whether or not we think we do…it is at a subconscious level for most.
Pat Carlson, NB Teacher’s Cert IV, Cert Negotiation and Conflict Management, B.A. in Psychology Experienced Life Skills Trainer, Public Speaker
Founder and President of the Board of “Changes” 506-366-2067 Email: pcarlson@nb.sympatico.ca Twitter: @patcarlson11
I’ve been in my current position as the leader of a small team for about 3 years now. It has been an uphill struggle as we are remote and not always on the radar of our headquarters office. Our group culture is very important to me (because we are small and remote), and I am always having discussions with my team about how “we” do things: helping and supporting one another, working for the customer and keeping negativity at bay. I find I have to be pretty vigilant as the negativity seems to be the default emotion for several team members, and that can spread like a grass fire. Thanks for the exposure to this book and this topic for this developing leader!
De-insulating myself has been one of the key drivers in changing the culture on my team. I have made a concentrated effort to put myself out there to know and understand others and build relationships on a more personal level instead of keeping things strictly work-related. I’ve found that people are (1) more receptive to my feedback if they feel like they are receiving it from a “real” person, and (2) more likely to share their thoughts with me.
Another great read about culture is “The Advantage” by Patrick Lencioni. I think it really illustrates a how to on starting your culture and how to maintain it as an organization
Monkey see, monkey do!
A cultural shift entails walking the walk consistent with the talk. Being an example of your values begins to establish ‘norms’ that get repeated in story and action.
Years ago, I read a thought that the stories that get repeated — typically from the ‘old timers’ to the new employees — set the stage for what is acceptable and what’s expected. Help grow your cultural change by listening to the stories and inserting new ones where needed and challenging the ones that thwart your vision for your better culture. We can actively participate in growing the culture we want when we share examples of people doing great things.
Thanks again for the thought-provoking article and the book recommendation!
Laurel
I’ve found it helpful to build connections outside of my working group or de-insulate yourself as you note. It gives you a better sense of allies as well as those who can motivate within their own area. I think a sense of trust and purpose within the group is helpful for change. But also giving others the space to make use of their strengths once a common purpose has been established works well.
Once again, really good post. Changing or improving culture in an organization is extremely difficult as the people involved in the org must be willing to change or in some cases, leadership must make changes of the individuals in the org. It is a slow slow process and takes planning, patience and execution.
FANTASTIC article! We strive diligently to keep our culture in tact. As a school serving students, families and colleagues, it’s imperative that we are CLEAR on the vision and expectation of how we model that, both within and outside of our building. EYES are always watching, and we have created ‘community covenants/classroom contracts at the staff level, with the parents and each classroom, with students, staff and parents DRIVING the conversations regarding how they want to be treated; how they believe others want to be treated, etc. It’s been POWERFUL.
I especially liked the “checking under the hood” element, as I think in order to maintain, you can’t simply hit ‘cruise’. Self-reflection and evaluation as we go will determine how much a part of the DNA of our culture these behaviors truly are.
Great topic. These activities – defining your values, identifying whom you serve, etc. – are also great for building trust in your personal and business relationships.
Dan, sounds like a great book… I would like to hear more about #2. Define your values…I have found that clearly defined values has helped me immensely as a leader at businesses in the past. I look forward to hearing more on this topic. Thanks,
I wonder how many company strategic plans include an element of defining and changing the culture? Interesting addition to a standard practice. I think I will propose this for our staregic planning process net year.
Our school culture is in big need of a shock, this book would be a great place to start I think!
Culture is the driver for a business, if the culture is not right, forget it as the results of the business reflect the culture.
Culture change is a significant undertaking within any organization. As a Six Sigma professional change management is a critical part of implementing any continuous improvement project. We spend as much working with the Sponsors to help them understand the impact of change and how culture change will aid in sustainment.
Culture change is one of the trickiest parts of leadership! It is so dependent on leaders being able to spot unwanted culture, reward desired culture behavious having, the credibility to influence others’ ways of thinking, enable the team to come to agreement about what the culture should look and feel like, modelling the desired culture and still so dependent on individual values and experiences. As a new leader, this is one of the areas I find the most challenging.
My favorite part of this is “Seek out truth-tellers. Rise above those who simply confirm your perceptions. Listen to people who express their perceptions about your plans, decisions, and actions.”
This is not the cultural norm. People seem to be afraid of the truth. It’s a sad reality.
Thanks for this!
I’m starting a new position and would love to hear more about what this book has to say!
I work for a company that has had a great leader for years. He built and awesome culture but now is stepping down to retire. I am concerned that the culture will change. Our new leader has a very different style. Stay tuned. What I do know is that when the culture is deep rooted in the organization the culture will prevail.
Very detailed and profound listings, thank you. In a workplace governed by fear of getting sacked – as currently is very typical – most people do not have time or energy to go through with this: their everyday routines focus solely on surviving and staying on the position they hold. Most of the time this leads to burnout and similar.
There are also cultures which have grown outside the corporate vision and mission. Cultures which actually say out loud that the vision and mission are something that are just hung on the wall and promptly forgotten. Thus each person in the organisation defines their own vision and mission and when that doesn’t sync with some other person in leading position, the collision course is set. Even if the managements would be the ones not in sync with the corporate ones…
Thanks for the list, worth a read and several thoughts!
Hi Dan,
Great wisdom here that you share from Chris Edmonds. I especially like what you add in “de-insulating” yourself. Being a leaders who connects is a vital trait to building culture.
Appreciate the post and will share with others as we build better organizations and leaders.
Sounds like a lot of great ideas to focus leadership on creating a positive culture. One simple action I focus on is matching my actions to my words. While it sounds easy it takes energy to really hold yourself to this standard. The positive result to culture over time is huge.
Truth tellers vs. a** kissers. Too many “leaders” chose the later.
The timing of this article is so amazing. We just a got a new manager of our division and we are all wondering what his style will be and how it will affect the organizational culture. I can’t wait to read this book to help my understanding of how I can impact the change. I may even share it with our new leader.
Stunningly good insight. I know I race around putting out fires and answering questions, but fail to ask how someone’s weekend went.
Great article, would love to dive into this book having recently read Seth Godin’s tribes I agree on what he has said about culture . ““Our culture works hard to prevent change.” . I think those that look to go against this grain and stand out are the ones who succeed.
Hey Dan – it’s been a while since I stopped and took the time to read you blog, but I’m always glad when I do. I appreciate all the insights you bring to light each day. What struck me today was the point about illustrating the valued behaviors that you want to see in your own life or the leaders you are developing. Just defining them is good, but talk is cheap and people want to see if you can back it up with your actions. Good stuff!
Interesting post…always enjoy your thoughts and reading the comments. I work for a large company…we are pushing to change our culture but it is a challenge. I am hopeful that our changes can have a ripple effect outside our department. Adding this to my reading list!
One of the more interesting comments that i have heard lately is this “Be the Leader you want others to follow, when you are not and are inconsistent or expect from others what you are not willing to do, give or perform; you produce a team specializing in mediocrity and not excellence”
The creation of a culture within an organization can become an obstacle to overcome for future generations if the element of change/flexibility is not considered along the way. In the fire service I experience this often, “We have never done it this way before”; a strong leader must be able to meet change head on and bring about reform by breaking down cultural barriers when the need presents.
Creating a workplace constitution is a new and unique idea that I have never considered. This is very beneficial in that through the process of developing the document I also increased accountability. This is a win-win situation for both myself and the team. This is a great idea and I will have to grab a copy of this book (if I don’t win one!). Great point and enjoyable conversation.
While there are many who acknowledge the need for leaders to be intentional, Chris Edmonds provides excellent strategies for how to begin that process. I especially like his combination of personal reflection and actions. While I am in a position of leadership, I am constantly working/struggling/praying to become the leader I believe God would like me to be. I found Chris Edmond’s information to be incredibly valuable in my own struggle..
Great article. I can’t wait to read the book.
Culture is something we are working on in our organization so this is a very timely discussion. Thank you for the book recommendation.
Excited to read this book. Combined with THE SECRET, I’m sure that servant leadership can be taken to another level
This wonderful reading for everyone who wants to be a great leader, Thanks a lot!
Culture is who you are, what you are. Your actions, communication and behaviors must reflect the culture for it to be authentic, thorough, real. Clarify, develop, live it with passion, repeat.
Congratulations on the book, Dan. The contents look like they flow very nicely – a great leadership model!
I guess the thing I need to work on most is “de-insulate yourself” – I tend to stay in my own department/division rather than making lots of connections throughout the organization.
I love the idea of Drafting a Constitution. Haven’t done that before, but it’s essential – and fair – so everyone knows what the culture is, and can then choose to stay – or leave it!
I see that you’re not the author, Dan! Thanks for the give-away opportunity – looks like a wonderful read!
Invite Feedback. Far too often we either don’t look for it or don’t listen when it’s given.
I welcome the day cultures are created for the whole of society as opposed to a privileged few. The bait of the bottom line has attracted many a bottom feeder! Thank you for your valuable insights.
Looking forward to reading this. As an advisor to student government and a Leadership teacher at a High School, my students goal is precisely to build a culture of pride, participation and responsibility amongst their peers. Any resources to help them learn and build on their successes is fantastic.
Culture is established and recognized by its employees, partners and stakeholders when they see a linkage of their actions and efforts in business outcomes. Hence its leaders must work their energies in this area to be able to recognize & develop right behaviors and actions, of their own and their people. Needless to say, it needs to be practiced individually and collectively by every organism in the organization over a long & sustained period of time. There has to be alignment of this thinking across levels to the junior most level employee. There is a need to identify jerks and goals obsessed selfish people across the organization who may miss out on the larger mission. Such people needs to be dealt with. What I read above comes as a fine piece of assembly of thoughts beautifully articulated.
As an Agile Coach, I see corporate culture as one of the key factors that will determine Agile development success or failure. A culture of servant leadership, trust, collaboration, honest communication and continual improvement play a large part in succeeding with Agile and other transformative philosophies. Implementing Agile often requires a total culture change, and this book could be a great tool to smooth the road to agility.
Being a leader is being focused on your employees..!! I served 20+ years in the military and made my way up the chain and was blessed in having what I call, “legacy leaders” I have two leaders in particular that I would take a bullet for..!! The two top traits that were constantly whispered in my ear was having “integrity and values.” I developed a leadership philosophy early in my career and it served me well..!! I witnessed leaders fail like dominos when they ‘neglected’ their troops and watched leaders fly like eagles when they took the time to genuinely coach and mentor..!! What a concept, right..??
We are actively creating and sustaining culture in a company of remote call centers. It takes commitment and hard work by all, and is actually fun and creative, as well. You can get a feel for what we are doing through our website, Facebook and Twitter presence: getazlife.com, Get a ‘Z’ Life on FB, @getazlife. We have a magaZine, too: http://issuu.com/zlife/docs/issue_2_ffc38912d791c4?e=9608597/8843388 These links explain it all!
Can’t wait to read the book! Culture is the foundation upon which you build. Make sure it’s stable.
Looking forward to reading this book.
One of the biggest problems with a PLP and with our approach to culture is the failure to rank-order values. Values are an expansive list of what’s important and everything cannot be important at the same time. A leader who cannot clarify what is MOST important isn’t authentically leading and an organization without a #1 value isn’t purposefully influencing the culture. What is your #1?
You had me at “Leaders build culture by intent or neglect.” I’ve seen a lot of neglect, some positive intent, and some negative intent (leadership by intimidation).
This appears to be an analytical approach to a very fluid subject. Culture is the unspoken attribute of a business. Positive or negative it is that which the shopper repeats once they leave your store. It is also the fundamental element of business momentum. Setting an intentional culture should only be the beginning, but it is one that separates the few from the masses. I have two questions: first, what if the reader is a poor leader and implements these principles? Second, does the author believe that implementing these principles can change the culture, even if the leader is simply following the motions? For example, “genuinely connect with team members.” I have found it difficult to “teach” someone to be genuine, either you are or you are not. Have we not all had that awkward boss that pretended to care. It looks like this would be a good resource for helping a good ladder become an exceptional one.
I have utilized “Strengths Finder” by Rath to focus my strengths by taking each of the 5 strengths and narrowing the description to a sentence that fits me personally. I then took each of the 5 strengths sentence and narrowed them to one sentence that describes my sweet spot. It has been very helpful.
I would hope that this book on culture would help me do something similar with the work environment.
Probably the one I’ve had the most success with is connecting people together across departments who are facing similar issues. Healing them to share what they have in common in their subgroups.
Hi Dan, this is a late comment but I had to go back to this post because it was very timely. I talked to my student leaders about the org culture just a few days before this post came out, so for me it served as a confirmation that I am on the right path of addressing it with them at this time. I enjoyed reading the responses, now that this post is at least a week old. Thanks for sharing your thoughts, as always.
I am Looking forward to learning and growing together through this forum.