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Corporate Cultures Crazy Impact on the World

A colleague in the Global Network of Cultural Transformation Consultants, Carol Ring, wrote this newsletter on the Impact of Corporate Culture. I thought it was brilliant and with her permission, I am sharing it with you

 

Make no mistake: the Olympic Games are big business, occurring every two years and ranging in budget from $1 billion to $51 billion. But despite the reports of cost and budget overruns that lead up to each game, at the end of the day, the Olympics draw almost 4 billion viewers worldwide. That’s more than double the number of users on Facebook!

 

What is it about the values of the Olympic Games that transcends business to bring people together in such a meaningful way? Why is it that the image we remember most is that of more than 200 National Athletic Associations standing peacefully under the symbol of the Olympic rings? Wouldn’t it be wonderful if outside of the Olympic Games this appearance of common ground was real?

 

A global partnership

In 2000 the members of the United Nations adopted an ambitious framework of 8 global goals. These goals range from halving extreme poverty rates, to halting the spread of HIV/AIDS and providing universal primary education. And while many governments and not-for-profits have been involved in the work, so have many for-profit businesses.

 

When economies thrive so do the communities around them. How is your business supporting the bigger picture of global success? Are you lifting local communities out of poverty? Are you emphasizing the importance of global health care with your corporate social responsibility efforts?

 

How values drive global development

If solving the issues of the world were as easy as bringing athletes together, or making global declarations we would have solved world peace many years ago. The World Values Survey (WVS) has been doing some interesting work to better understand how the values of a nation are driving global development. The WVS has over the years demonstrated that people’s beliefs play a key role in economic development, the emergence and flourishing of democratic institutions, the rise of gender equality, and the extent to which societies have effective government. Through their survey they have been able to map the values of over 80 countries. You can check out where your country falls here.

 

As the values of a nation evolve the political will for change grows. Australia is an example of a country that has taken up the challenge to define the kind of country they want to be. They call their initiative The Big Conversation. Over 2,000 Australians were engaged in a National Values Assessment. The survey highlighted that the country suffered from bureaucracy, blame and wasted resources. By focusing on reducing the costs and unproductive energy associated with these limiting values Australia hopes to put itself in a position of global competitiveness. This work has not been dumped on the government alone; the initiative is a call to all sectors to embrace the people’s desire to move away from these constraining attributes.

 

An Outward Ripple by Business

Each and every one of us has the ability to influence our national cultures because ultimately, individuals create national cultures. To improve our national cultures, we must improve our own corporate cultures as well as be active guardians of governmental actions and policies that have an impact on those cultures.

 

In the same manner, each of us has the ability to influence the cultures of other nations. In 1998, as a result of his first-grade project, young Ryan Hreljac decided to raise $70 to pay for a water well in Africa. Three years later, at the ripe age of 10, he created Ryan’s Well Foundation, which to date has helped build more than 1,090 water projects serving more than 864,768 Africans.

 

To change the world do we need to be a Ryan or lead a campaign on the scale of Australia’s Big Conversation? Absolutely not; these are heady challenges. However, we can align our values to make our world substantially better than it is today. If the athletes of hundreds of nations can stand together peacefully under the values of the Olympic Games, then better awareness and implementation of our personal values can certainly improve our communities and businesses and indeed influence entire nations.

 

I encourage you to think about where you will make changes in your corporate culture to help influence the values of your community. How can your business contribute to a shift toward a stronger national culture? You see, it’s not that crazy to think that our organizations’ culture can impact the world. Together we can be the ripple in the pond and effect great change.

 

Wishing you success.

Carol Ring

TheCultureConnection.com

www.carolring.ca

 

With love from Singapore

Joanna Barclay

 

Upcoming Events:
At the CTT International Conference 2016: Values-Driven Leadership in Business and Society
Where: Toronto, Canada, When: September 26-27

Be sure to visit our Free Resource Center to get access to free e-books, worksheets and other valuable leadership development resources.

Our Signature Keynote- Bringing Happiness into the Workplace Culture.

To find out what your personal values are that empower you to higher performance and productivity, take a Free Personal Values Assessment.

To learn how well aligned you are with your workplace culture and what is impact performance, contact us for an Individual Values Assessment

To learn how to map, measure and manage the culture of your team or organization with our Culture Value Assessment for Teams and Organizations.

Leadership Speaker Joanna Barclay (2)Leadership Speaker Joanna Barclay (2)Leadership Speaker Joanna Barclay (2)Contact Us Joanna BarclayJoanna Barclay, Global Speaker, Published Author, Certified Professional Facilitator, and Leadership Consultant building high performing values-driven organizational culture.

With 30 years in business transformation working with organizations, Joanna’s passion lies in working with leaders, facilitating active participation in organizational change, developing resourceful teams and aligning strategic objectives. Her goal is to help organizations become high performing and values-driven, where people take ownership, build commitment and bridge communication gaps. As CEO of the Culture Leadership Group, she ensures successful transformation from concept through to implementation.

Courage - doing what is needed

Conscious Culture vs Unconscious Default Culture

November 11, 2015 1st Anniversary of our book launch in Southeast Asia.
Between conscious and unconscious culture of old and new values and behaviors, of unconscious victimization and conscious choice, is a cultural transition of major proportions. Many organizations are undecided about which way to go and are some type of combination of both worlds. They are unsure and fear the unknown. Fear keeps people connected to traditions, tied to values that defined and created the past. It takes courage to learn and grow, to face the fears of conscious incompetence to become consciously competent.
An important question to ask yourself as a leader: Do you have conscious culture or do you have an unconscious default culture? Are you aware of what is driving your culture and creating your brand in the market place, attracting the top talent, maximizing profit and your human potential?

Culture and Brand

An unconscious default culture is typically the result of old-style leadership, bureaucracy, and hierarchy. It can be seen in the following values and behaviors:
Good employees keep their heads down and do what they are asked to do without complaint.
Good employees know how to make the boss look good.
People who raise uncomfortable questions are troublemakers.
People who rock the boat will pay for it; if not now, later.
Loyalty to the boss/organization means covering up problems, truths, and even ethical issues that could make us look bad.
Achieving individual agendas is the whole game. There are winners and losers and Im no loser. Blaming, judging, undermining others, scapegoating and other forms of cover your ass behavior are the norm. These behaviors involve individuals, whole teams, and entire departments.
These fear-based values and behaviors will not be present at all times; however, they are dysfunctional and have the effect of decreasing employee engagement, productivity, and performance. To fully drive fear out of the workplace, It is essential for all stakeholders to be actively involved in rejecting these limiting values and behaviors.’
Actively rejecting means action and personally behaving in ways that contradict these negative background beliefs.
Organizations with high levels of entropy have messengers who get shot and leaders who don’t listen. Both are stereotypes reflecting our fears of one another and our need for self-protection. The courage to speak up and the courage to listen are ways to manifest change. It requires courage to stay in the tension of the moment, the anxiety, and particularly the fear that our sincere engagement with others might cause damage, distress, and repercussions – or that we will simply experience humiliation and anger because nothing will be done about the organizational problems we chose to bring forward. If we have two enemies in this world, it is precisely the fear of repercussions and the belief that nothing will change.
Unconscious default culture lacks the courage to stand up and consciously choose to create a different kind of workplace, one where people seek and express understanding rather than make disconnected and insensitive speeches, or hide behind one another’s backs. Creating conscious culture happens only if leaders refuse to let fear guide their steps because fear is the essence of the old ways of behaving. Conscious culture happens only if we choose to address what is right in front of us.
This all works best when it is done in the name of being of service to the greater good, to one another and to our customers being the best for the world, not just in the world.
We have all experienced and lived limiting values and behaviors. We have all contributed to negativity at one time or another, when things have gone wrong or there have been tough challenges. Here are some of the ways we can create a conscious culture together. To quote Mahatma Gandhi: You must be the change you wish to see in the world….
It is essential to understand that rejecting a default culture is not the same as rejecting people.

Default versus Conscious Culture

To create a healthy conscious culture we need to become consciously competent and aware of the source and impact of the limiting behaviors and values. Only then can we begin to take ownership and responsibility for change. The learning begins with unconscious incompetence, totally unaware there is a problem. Once we are informed of the problem we move to conscious incompetence: knowing there is a problem, but not how to solve it. With dialogue and continuous learning in action learning focus groups we develop conscious competence. Once the new behaviors become ingrained we become unconsciously competent, where the behaviors are natural and automatic.

Conscious Competency Model

Figure 12-2 : Conscious Competence Model

 

Be sure to visit our Free-Resource Center to get access to free e-books, worksheets and other valuable leadership development resources.

Our E-learning Seminar – Building Your High Performing Workplace.

To find out what your personal values are that empower you to higher performance and productivity, take a Free Personal Values Assessment

To learn how well aligned you are with the culture in your organization contact us for an – Individual Values Assessment

To learn how to map, measure and manage the culture of your team or organization with our Culture Value Assessment for Teams and Organizations.

Leadership Speaker Joanna Barclay (2)Leadership Speaker Joanna Barclay (2)Leadership Speaker Joanna Barclay (2)Contact Us Joanna BarclayJoanna Barclay, Speaker, Author, Leadership Consultant building high performing values-driven organizational culture.

With 30 years in business transformation working with organizations, Joanna’s passion lies in working with leaders, facilitating active participation in organizational change, developing resourceful teams and aligning strategic objectives. Her goal is to help organizations become high performing and values-driven, where people take ownership, build commitment and bridge communication gaps. As CEO of the Culture Leadership Group, she ensures successful transformation from concept through to implementation.

 

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Evolution of the Chief Culture Officer

More and more companies today are making culture a business imperative by adding a new leadership position to the senior management team, the CCO – Chief Culture Officer. Their role, to keep an eye on the company’s culture and ensure leaders ‘walk the talk’and live the changes that are needed to achieve its new strategic initiatives.

Corporate culture drives everything an organization does – it’s successes and its failures. The way leaders behave, communicate and make decisions has led to big mistakes, especially when common sense and morality go out the window.

What makes leading change and building an engaged, healthy, and productive workplace culture a challenge? It’s the conscious effort it takes to make values and behaviours tangible and meaningful to all stakeholders in the company. More and more companies are trying to do this, and why tools such as Cultural Values Assessments are gaining in popularity.

The importance of culture at the CEO level has been increasing since the recession. Senior leaders are recognizing the impact global pressures are having on the bottom line, and their role in creating dysfunctional culture and a disengaged workforce. With employee engagement figures declining around the world, leaders are trying to keep their corporate culture from deteriorating even more.

One way to prevent this is to hire a senior leader into the C-Suite whose job it is to champion the corporate culture. The best-known example of this approach is Google, which added “chief culture officer” to head of HR, Stacy Sullivan’s job title in 2006. She argues that, “If you infuse fun into the work environment, you will have more engaged employees, greater job satisfaction, increased productivity and a brighter place to be.”

It makes sense that Google would have a CCO, with their well-known culture of innovation and foosball at work. What about other industries? The financial industry have hired culture chiefs as well. One example is North Jersey Community Bank (NJCB), which recently appointed Maria Gendelman as its chief culture officer. CEO Frank Sorrentino encountered resistance from his board when he argued for the position, because the job description was tough to define. As a result of the new position, having a chief culture officer is a differentiator for the bank. Gendelman says. “Could every bank utilize a protector of the culture as part of the team?” she asks. “Absolutely.”

Most companies hire someone at the top to monitor culture if they’re expecting dramatic change, like a merger and acquisition. However, culture happens over time and needs to be managed on an on-going basis, because change in behaviour happens gradually.

An effective Chief Culture Officer needs to have the full support of top management with the CEO’s ear, and not grow too distant from the rank-and-file employees that live, breathe, and define a company’s culture with everything they do.

Are you investing in your culture, or do you have an unconscious default culture? Not many CEO’s would proudly stand up and declare they have an unconscious default culture. Why then is there such resistance to mapping, measuring and managing it, just like any other corporate resource? Because the soft stuff is the hard stuff. Senior management is more comfortable working with tangible plans, and balance sheets.

It takes a courageous leader to venture into the land of values, mindsets and behaviours, to build a people-centric organization that brings values, meaning and purpose into the workplace. Those who do, and hire a Chief Culture Office, discover the operational value of being aligned with their workforce. When the culture (how people behave and what they believe in) is in alignment with the business strategies, vision and mission, success follows. If it is out of alignment, staff will become disengaged, and it becomes very difficult to achieve new strategic initiatives.

No culture is all good or all bad, however, appointing a Chief Culture Officer is one way to keep an eye on the challenges a company faces when changing behaviour is a business imperative. What is great to see is companies are thinking about culture in a whole new light.

 

Be sure to visit our Resource Center for valuable leadership development resources

Our E-learning Seminar –  Building Your High Performing Workplace.

To find out what your personal values are that empower you to higher performance and productivity, take a Free Personal Values Assessment

To learn how well aligned you are with the culture in your organization contact us for an – Individual Values Assessment

To learn how to map, measure and manage the culture of your team or organization with our Culture Value Assessment for Teams and Organizations.

Leadership Speaker Joanna Barclay (2)Leadership Speaker Joanna Barclay (2)Leadership Speaker Joanna Barclay (2)Contact Us Joanna BarclayJoanna Barclay, Speaker, Author, Leadership Consultant building high performing values-driven organizational culture.

With 30 years in business transformation working with organizations, Joanna’s passion lies in working with leaders, facilitating active participation in organizational change, developing resourceful teams and aligning strategic objectives. Her goal is to help organizations become high performing and values-driven, where people take ownership, build commitment and bridge communication gaps. As CEO of the Culture Leadership Group, she ensures successful transformation from concept through to implementation.

 

Creating Cultural Capital- The New Business Paradigm of the 21st Century

Here are some key facts about leadership and stakeholder value:

  • Leadership development drives cultural capital
  • Cultural capital drives employee fulfilment
  • Employee fulfilment drives client satisfaction
  • Client satisfaction drives stakeholder value

We are moving from the information age, where knowledge capital was our key concern, to the Age of Consciousness, where cultural capital is driving transformation.

Developing cultural capital in the Age of Consciousness means making an investment in how people work together and the “personality” or brand of the company. Financial capital is dependent on cultural capital, which is dependent on human capital. Values drive cultural capital and inspire human capital. This means it is necessary to measure and manage the values of an organization and its leaders to ensure the health, performance, and capacity to remain competitive.

For companies to achieve sustainable excellence they must be healthy. This means they must manage both their performance and health. In a 2010 survey, companies undergoing transformation revealed that organizations focused on performance and health simultaneously were nearly twice as successful as those who focus on health alone, and nearly three times as successful as those who focus on performance alone.

The center of attention the last four decades on business renewal has been on performance improvement. Now, with the emergence of consciousness, leaders recognize they need to spend more time on improving the culture and the health of the organization because this is where the need is.

Financial capital is easier to measure and manage as a corporate resource than cultural capital. This is because organizations have spent the last century developing accounting systems to track finances. Cultural capital is more challenging because values and behaviors are intangible. However intangible it may be, it is still a very important corporate resource that needs measurement and management. What you measure you can manage and improve. Much like the organization’s finances which are measured weekly and monthly, so too do the organization’s culture, values, and behaviors need to be monitored regularly by managers and leaders.

Worksheet – Creating Cultural Capital
Purpose: To raise awareness for the value of the cultural capital and how it is created

creating capital worksheet

Be sure to visit our Resource Center for valuable leadership development resources

Our E-learning Seminar – Building Your High Performing Workplace.

To find out what your personal values are that empower you to higher performance and productivity, take a Free Personal Values Assessment.

To learn how well aligned you are with the culture in your organization contact us for an – Individual Values Assessment

To learn how to map, measure and manage the culture of your team or organization with our Culture Value Assessment for Teams and Organizations.

Leadership Speaker Joanna Barclay (2)Leadership Speaker Joanna Barclay (2)Leadership Speaker Joanna Barclay (2)Contact Us Joanna BarclayJoanna Barclay, Speaker, Author, Leadership Consultant building high performing values-driven organizational culture.

With 30 years in business transformation working with organizations, Joanna’s passion lies in working with leaders, facilitating active participation in organizational change, developing resourceful teams and aligning strategic objectives. Her goal is to help organizations become high performing and values-driven, where people take ownership, build commitment and bridge communication gaps. As CEO of the Culture Leadership Group, she ensures successful transformation from concept through to implementation.