Class #5 September 27 , 2012 Harrison & Muhlberg Georgetown University Leadership9/20/2012 Communication 1
Trust & Leadership Bad story Good story Good Unrecognized Visionary substance Snake oilBad substance Rejected salesman
Corporate Cultures:The CCO RoleEvery organization has a cultureMilitary, social, corporate, it boils down to “how we do it, who we are”Corporate cultures are our focusWe think the goal is engagementWe seek to understand the role of the corporate CCO in influencing culture
SEIDMAN: THREE TYPES OF CORPORATE CULTURES Adapted from HOW, Dov Seidman, 2007
SEIDMAN: THREE TYPES OF CORPORATE CULTURESHow They Know, Use Information Adapted from HOW, Dov Seidman, 2007
SEIDMAN: THREE TYPES OF CORPORATE CULTURESHow They Are Motivated Adapted from HOW, Dov Seidman, 2007
Puzzle of Motivation (Pink)http://www.ted.com/talks/dan_pink_on_motivation. htmlDo leaders know how to motivate followers for success?Do you get more and better work from employees by rewarding them?
Pink: THREE ELEMENTS OFMOTIVATING PERFORMANCEPurposeMasteryAutonomy
Motivation 2.0 (Pink, D. H.)The secret to high corporate performance is engaging the individual’s drive to achieve things that satisfy.
Engagement (Seidman)When employees are super-engaged, they exhibit many more specific “engagement traits” than other employees, including: willing to put in a great deal of extra effort,increased loyalty,willing to recommend their company as an employer of choice,efforts to inspire others in the company through concrete comments and actions.
Culture of Engagement Greater GoodPurpose,Mastery,Autonomy
What Motivates You?• Does the reward of points satisfy students?• Or is it the satisfaction of team work, of shared experience, of clear and shared values, of learning and mastery?• Does the culture shape the student? How can the student improve the culture?
Evaluating Engagementhttp://www.lrn.com/howmetrics/#data/quiz Seidman’s EnablersTrust, shared values, and a deep understanding of and commitment to a purpose-inspired mission are the three fundamental enablers of the self-governing behaviors that produce competitive advantage and superior business performance.How does your organization stack up?
CCO’s Culture EngagementStarter Kit (Chapter 11)Gut check. Close your door. Take a walk. Think it through.Reality. Place company on Siedman scale.Themes. Purpose, vision, shared values, greater good. Must be authentic.Networking. Socialize, assist, guide values-based considerations. Be a connector who opens possibility (Rosabeth Kanter)
CCO’s Culture EngagementStarter Kit (Chapter 11)Website. The go-to, two-way engage portal.Simplify. Messages cut through clutter. (Ries, Trout) WIIFM. Relevance. Who knows SRM?Plan. Grand or small step. Work the plan.Keep learning…
Supportive ReferencesRoger Bolton on culture change at Aetna:http://envirocomm.com/2012-comm-prod-change- 070612.phpChapters 10 and 11; and the Book List , in LEADERSHIP COMMUNICATION textbookPage Society http://awpagesociety.comBlogs (websites by Pink and by Seidman)Website of GagenMacDonald (Maril MacDonald) www.letgoandlead.comGoogle, LinkedIn, etc.