Create sustainable, high-performance cultures and impact the world.

The first installment of a two-part post by Rob Cooke with quick answers, additional explanations, and recommended resources in reply to five of the questions/comments we received during (or after) a recent Webinar.

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Working collaboratively together, when apart, requires a Constructive, inclusive team culture. Teams make better, faster decisions when they tap into the diverse views of every member while engaging in a process that ensures clarity and commitment for outcomes.

A survival simulation game like the Digital Subarctic Survival Situation is ideal for virtual team building activities, virtual team building games, or learning exercises like team building simulations that helps participants understand and practice behaviors and skills that contribute to effective decision making, which are applicable to most organizational team situations. The exercise requires team members to engage in two critical cohesive behaviors – allowing healthy, productive conflict and creating buy-in for decisions.

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The impact of a Constructive culture does not end within the walls of an organization. HRCI has a significant impact on the HR field. More than 500,000 HR professionals have earned certifications from HRCI, including certification holders in more than 125 countries.

Understanding culture assessment and strategy and the difference between culture vs. climate, will help in your work to change organizational culture through the use of culture assessment tools.

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Culture is the common thread in delivering equitable and effective public safety, according to newly retired Plymouth Police Chief Mike Goldstein and public safety culture consultants Cathy Perme and Amber Peterson, and corroborated by data.

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Culture can be the unstoppable force to maximize your organization's potential, but attempting to understand and evolve culture is not for the faint of heart.

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The power of organizational culture for achieving outcomes of value continues to be increasingly understood and accepted across industries and throughout the world. In the process, however, there has been growing tendency for leaders and consultants to try to create problem- or issue-specific cultures—that is, sets of values and norms narrowly directed toward and defined by the latest or most urgent organizational problems that need to be addressed and resolved.

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The right culture doesn’t depend on factors like industry or strategy. The right culture can only be uncovered using the right processes and tools. Do your homework to discover which ones those really are – and that will identify the gaps between current and ideal cultures, propose levers for change and move your leaders, employees and company in a Constructive direction.

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Although virtual facilitation may pose certain challenges, a digital structure also offers many advantages. The insights here will provide you with ideas for designing and delivering engaging learning programs when you and your participants are geographically dispersed.

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History will show this period may be one of the greatest learning opportunities that organizations will ever have. The stakes are high; the decisions that CEOs make will determine the trajectory of their organization, not only for the next few months, but for the next few years.

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Before COVID-19 became a pandemic, the majority of people around the globe were already working remotely and interacting electronically part of the time. However, now that entire organizations are required to temporarily work from home, employers have become increasingly concerned about whether their teams will be able to solve problems effectively and achieve goals in a virtual environment. What can leaders and managers do to support team members to work together effectively?

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Among the most important and unique points of Creating Constructive Cultures is that leaders affect culture—and culture affects leaders. At least half of this is missing from just about every culture conversation.

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While it’s never an overnight change, culture transformation is a vital part of an organization’s success when done correctly. With 12 years of experience and the assessment tools that provided quantitative data showing where we are, where we want to go, and how we need to get there – Inclusa’s culture journey seemed attainable.

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For new and experienced professionals alike, being able to explore and analyze personal behavior and thinking styles for improvement and awareness in a focused and disciplined manner can provide a launch pad for personal achievement.

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Long-overdue recognition of the role that culture plays in organizational performance is resonating across business and governmental entities. However, close examination reveals most of the conversations about the need to improve organizational culture remain just that. Few organizations readily initiate actions to undertake a comprehensive effort aimed at shifting to a culture that would better serve the organization in addressing performance challenges or a shift in strategy.

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While most awake and aware leaders say they want a constructive corporate culture, many are uncertain of what it really takes to cause cultural change. Consequently, many executives and managers unintentionally create conditions in their work environment for a destructive culture to ferment and metastasize throughout their organization. This happens when leaders focus too much on the task dimension and lose sight of the culture dimension. When leaders step over, ignore, or inadvertently reward the five lethal landmines, culture and strategy alignment fragment and fall apart.

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In 2017, THRUUE launched a podcast interviewing leaders about their experiences closing the gap between strategy and culture. Recently, Tim Kuppler, Director of Culture and Organizational Development at Human Synergistics, sat down with CultureGap podcast host Daniel Forrester and executive producer Becca Conary for a reflective interview on what they've learned from leaders around the world who seek to close the gap between culture and strategy.

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The heartwarming movie, Hidden Figures, reveals the overlooked and crucial contributions from a pivotal moment in American history. Through historical footage, we are treated to President John F. Kennedy speaking about NASA’s mission to land a man on the moon. President Kennedy galvanized an entire country behind a seemingly mind-boggling task: to send a man to the moon and return him safely to earth. The team at NASA easily understood and connected with the mission, vision and values that the President espoused. In the same way, leaders and organizations that succeed in connecting their people to a greater purpose can expect to reap the rewards of a robust culture along with healthy outcomes.

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Leading is not dependent on title or placement on an organizational chart. Nor is it confined to office walls. ERDMAN’s Integrative Thinking. Healthier Communities.™ occurs when our technical experts realize the importance of developing our leadership excellence is even more vital. ERDMAN’s culture journey has focused on developing a culture of leadership in which people at any level can grow into leaders, support each other’s development, achieve goals, and fulfill shared purpose.

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As social and emotional beings, we have a deep need to belong and also to be valued for our unique contributions. When this doesn’t happen in healthy, mature and constructive ways, we seek out ways to get our needs met in unhealthy, immature and destructive ways. When our motives, language and actions become harmful to ourselves and to others, it is time for a detox.

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Organizations desiring to leverage culture as a strategic asset are best served when its leaders can link culture change efforts to the ongoing changes associated with strategy execution.

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