Positively impacting society on a global scale through culture awareness, education and action.

A scan of the literature, the internet and my interviews with a number of governance practitioners has revealed that when selecting and developing board directors – profit or non-profit, the focus is very much on what they know, who they know, and what they’ve done.

Perhaps, given the awesome responsibilities of 21st century directors (both profits and non-profits), with business having a key role in overcoming probable mega-disasters in society, the environment and the economy; the focus should at least be equally on their character virtues, an other– orientation (not self-serving), and purpose.

The interest in culture continues to grow but this growth comes with a proliferation of over-simplified and incorrect information about culture and culture change. Culture University was launched in 2014 to cut through this misinformation and it’s grown to be a great resource for leaders and change agents (this is post #191).

Five new posts garnered the highest traffic in 2017 and my personal top insight from each post is captured in the list below.

Personal vulnerability is considered a liability for leaders. Conventional wisdom holds that it is difficult to lead or negotiate or make demands from a position of perceived weakness. In business, vulnerability is generally seen as weakness. Recent headlines scream for business to avoid vulnerability or suffer the consequences: “30% of Auto Parts Retailers’ Business Is Vulnerable to Amazon,” “Five Industries Most Vulnerable to Digital Disruption,” “Apple Users Are Also Vulnerable to WannaCry-Type Attacks.” Having a strategy or a model or a position that is susceptible to attack is the last thing investors, executives, and employees want.

I confess to being a perfectionist in a state of constant rehabilitation. I love things done right. And I mean ‘my’ kind of right. The kind of right that is so insanely satisfying to me that the absence of it leaves me bereft. I think I had an inkling that this wasn’t healthy when people who were not in constant pursuit of this demanding level of excellence, succeeded anyway. What?! How could they? They weren’t up to my standards.

In order for members of an organizational culture to feel like they can fully contribute to the success of that organization, they must feel a sense of safety to protect, innovate and renovate. Cultures that create an environment of Cultural Dissonance eliminate the capacity for their members to help that culture evolve positively towards organizational goals. This is the experience that so many of the now famous convicted, fined and bankrupted companies navigated when the United States experienced a rash of public scandals.

I recently met with a client responsible for organizational development in the financial services sector who was seeking ideas, information, and input from ImagineNation™ towards cultivating a “fail fast” organizational culture. It caused me to explore what might be some of the key messages that could be sent to people to create permission, vulnerability, safety, courage, and trust for the deep learnings that mistakes and failure provide in advancing creativity, invention, and innovation.

How could developing a “fail fast” culture help organizations survive, flow, and flourish with high levels of ambiguity, uncertainty, volatility, and instability in the operating environment?

Culture is at the heart and soul of every organization across the globe, and Human Synergistics’ 3^rd Annual Ultimate Culture Conference examined this topic with the theme of Leadership and Culture—It’s a Two-Way Street. There were many executable learnings that came out of the event and here are six items that organizations can act upon to move their culture to a Constructive style—along with a seventh, personal favorite for each of us to remember.

In our previous article, Developing A Performance Culture, we explored what business can learn from the performing arts. We asked you to think about a time when you perhaps sang in a choir or played in a band or orchestra; performed in a play or musical or did a stand-up routine. When we perform like that, we are fully engaged. Our energy is our performance. It is impossible to deliver a disengaged performance. (Well, it is possible, but the performance will bomb and the fear of ‘dying’ usually energises us!)

Values live in the realm of the invisible therefore many of us struggle to get the employees (and ourselves) to become the living example of our stated values. Executives are often discouraged several months after a strategy session when they realize that the work of designing a culture based on values is more difficult than anticipated.

Building a values-based culture begins with two requirements: Communication and capacity.

One of the most commonly asked questions in my work on culture is how long will the change take? When will we have the culture we need? There is no simple answer to this question because a multitude of factors can influence the speed of culture change across an organization. But there are things you can do to speed up the process.

A healthcare services organization recently shared a discovery conversation as to how we could support and enable them to develop a compassionate and caring culture. They had some clarity as to their organizational aspiration—what outcomes they wanted and why it was important to achieve them. They had also collated significant Patient Care information and had key elements in place to do what they believed to be important in order to deliver compassionate care to patients.

Oliver Wendell Holmes, Sr. said, “A moment’s insight is sometimes worth a life’s experience.” So, when an opportunity presents itself to learn from those who have repeatedly and successfully managed the culture journey, it’s imperative to take the leap. I shared this post previously on ConstructiveCulture.com and offer it here to ensure these vital insights reach those who, like me, care deeply about workplace culture and effective change.

HR has always appeared to be the natural home for the mechanics of leading culture change. In recent years, however, I’ve observed another human resource in the executive team. A person whose influence over culture is potentially the most powerful of all: The Chief Financial Officer.

The distinguishing feature of leading organizations is their culture. It affects performance, employee engagement, and the ability to create an innovative and positive work environment.

Each month I receive an email with a preview of the latest leadership books. There are always five or six new entrants in this already crowded field. Meanwhile, my Twitter feed overflows with three steps, five tips, and seven ways to improve engagement, build trust, and employ mindfulness.

Yet with all this knowledge available, employees don’t seem to feel as if they are being led any more skillfully than in the past. In my travels, I encounter people frustrated by seemingly arbitrary rules, vague visions, out-of-touch bosses, and a lack of development opportunities. They are confused by labor laws and company policies, which often are evolving more slowly than the work arrangements of an agile, tech-enabled economy. Further, data from Gallup has shown that workforce engagement has hovered around 30 percent for years.