Shaping an Organization's Culture

Human Factors Impact Business Results

A shortfall in business results is rarely due to technical or operational issues. It’s always the result of human issues.

People Fail Because of Behavioural Issues

Most of the time people fail in their jobs not because of technical competence but due to personality and behavioural issues.

Successful Change Is Linked to Culture

The success of any change is linked to human dynamics, the culture.

Successful business transformations need true cultural transformations.

Cultural Barriers to Success

• Internal competition
• Lack of responsiveness
• Hierarchy or boss-driven leadership
• Bureaucracy
• Observer critics, shoot down ideas
• Entitlement mindset
• Lack of accountability
• Trust deficit
• Inability to promote diversity of ideas and people
• Conflict avoidance, passive aggressive behaviour of teams

Change Requires Agility and Openness

Openness, agility and resilience are needed when major structural changes, quick market changes or innovation is needed in an organization.

Accountability Is a Must

High levels of accountability are needed when safety, reliability and quality are paramount.

The essence of performance value is accountability.

What You Need for a Winning Culture

A winning culture includes collaboration, personal responsibility, respect and trust.

Listen Deeply

We all have mood states. The higher mood state includes listening deeply, hearing hidden meanings, having wisdom, focus on the big picture, and influencing effectively.

Set the Precedent

People at lower levels in the organization don't change because "our bosses don’t change".

Organizations tend to take on the characteristics of their leaders. Of course, there are ghosts of past leaders present in the culture.

Leaders Build the Culture

The most important shadow comes from the leadership team at the top.

Children are never good at listening to elders but they never fail to imitate elders.

8 Requirements of a Healthy, High Performance Team

• Do they make team decisions unselfishly?
• Is the team seen as aligned on goals and priorities?
• Do team members assume best intention in other team members?
• Do they openly discuss issues?
• When a decision is made, does everyone support it fully?
• Do all walk the talk?
• Are they aware as a management team of the impact of their shadows?
• Do they fully participate in all initiatives of the company?

The Young and the Restless

Younger organizations have a greater sense of urgency.

Coaching, Feedback are Often Low Priority

Coaching and feedback always score lower on culture audits in every company we survey.

Walk the Talk

Shifting organizational habits is not easy; talking about it isn't enough.

Typical Diversion Tactics for Poor Results 

A victim mindset is always a diversion for poor accountability and poor results.

Organizations lacking accountability have an entitlement mindset. Too much time is spent on explaining why numbers are missed and why "it's not my fault".

How Teamwork Helps

Teamwork fills the human desire for socialization and self esteem through recognition from others.

The need to learn and grow is best fulfilled in a team environment.

Working together for a common goal is motivating and provides a sense of purpose and fulfilment

Change Leadership Involves Four Dimensions

• Being open to continuous self examination, introspection and change.
• The ability to be an effective change agent.
• Seeing possibilities in new ideas.
• Coaching and feedback.

Manage Energy, Not Time

Managing energy and not time is the key to high performance and self renewal.

Energy comes from enthusiasm, determination, commitment. Quieter positive energy also comes from trust, listening and optimism.

Limiting Beliefs in Organizations and People

• It is safest to do what you are told.
• You cannot admit mistakes in this company.
• Just worry about your own goals.
• The legal department’s only job is to avoid risk.
• There is more pain for failing than succeeding here.
• Finance and Control only police expenses.
• Business units should resist pressure from headquarters.

People Tend to Have a Limited View

In life we tend to see a small portion of what's in front of us. The one dimension that's obvious to us and only a few aspects of the culture.

The Young Are Dynamic

When we are young, we are like a flowing river and then we freeze.

Resistance to Change Is Intrinsic

Cultures have a way of maintaining the status quo. Cultures tend to resist what they most need to change.

Focusing Just on High Performers Does Not Shape Culture

Leadership development in organizations focuses on 'high performers'. While this is good for developing individuals, it doesn't shape the culture.

Feedback too Is Key

A rich feedback environment is necessary for behaviour and cultural change.

Getting Around Blind Spots

Coaching top leaders is important since they have many blind spots and no one tells them the truth.

A Helping Hand

Do top leaders feel the need to help another teammate succeed?

Hallmark of a Good Team

Good teams collaborate in the team, great teams collaborate across the organization.

The Science of Healthy Meetings

Teams that master the science of healthy meetings invariably deliver high performance results.

Team dynamics improve when people listen to each other, they are present in every meeting, they focus on the discussion and issues are resolved.

What a Successful Organization's Culture Looks Like

• Managers are like coaches, not like bosses.
• Managers use influence, not authority.
• Continuous education is a basic in the organization.
• Managers are promoted for their ability to train and build people.
• Fewer functional departments, more process teams.
• Team-oriented incentives.