INSPIRING CORPORATE CULTURE (Inspirational Micro-course)

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+ angie 1 week ago

This is a great presentation. Can I download it?

Why Inspiring Culture? Do you want to encourage extraordinary performance from your people? Do you want them to do great things? If yes, then you must create an inspiring corporate culture that inspires, empowers and energizes them. Sense of Ownership Employees who have a sense of ownership are more motivated than those who feel that they just work here. Individual employees and teams thrive when they have a sense of ownership. The more empowered and engaged people are, the more committed they are to the company and try to do their best. Case in Point: SynerGenics Burson-Marsteller, a world's largest public relations agency, created a company called "SynerGenics" that not only helps a company define its corporate culture but rolls up its sleeves with the company's executives to help them implement an "employee involvement" program. Geoffrey Nightingale, creator of B-M's highly successful Creative Services Department, looked into how to make a company "values-driven." Working with a psychologist/management expert, Nightingale researched the question for two years. He concluded that employees of a values-driven company understand the company's vision and values clearly and feel a "market affiliation." The result is a company where all employees feel "a sense of wholeness." The employees feel that they own the company. Nine Laws of Motivation (According to Jason Gracia) 1. You have to be motivated to motivate 2. Everybody has a motivational fuse 3. Motivation requires a goal 4. Challenge only motivates if you can win 5. Seeing ourselves progressing motivates us 6. Motivation requires recognition 7. Participation motivates 8. Group belonging motivates 9. Motivation, once established, never lasts as the environment keeps changing

Inspiring Vision Create a vision that inspires and directs the organization. Ensure that it is broad enough to allow great flexibility. Communicate your vision to everyone in your organization and create an innovation-adept culture environment that encourages entrepreneurial creativity to make the vision a reality. "Leaders inspire people with clear visions of how things can be done better,“ writes Jack Welch, the legendary former CEO of GE. “The best leader do not provide a step-by-step instruction manual for workers. The best leaders are those who come up with new idea, and articulate a vision that inspires others to act. Case in Point: GlaxoSmithKline The pharmaceutical giant GlaxoSmithKline has a mission 'to improve the quality of human life by enabling people to do more, feel better, and live longer'. The company "does not define its mission in mundane terms of drugs or medicines or markets, but in inspirational terms of helping people do more, feel better and live longer." Failure as a Primary Vehicle for Success Failure provides a great learning opportunity and should be viewed as a very lifeblood of success. "If you give people freedom to innovate, the freedom to experiment, the freedom to succeed, then you must also give them the freedom to fail. According to Deepak Seethi of AT&T, the organization of tomorrow will demand mistakes and failures. It is only by trying lots of initiatives that we can improve our chances that one of them will be a star." Case in Point: Silicon Valley What makes Silicon Valley so successful as the engine of high-tech growth is the Darwinian process of failure. Commentator and author Mike Malone puts it like this, 'Outsiders think of Silicon Valley as a success, but it is, in truth, a graveyard. Failure is Silicon Valley's greatest strength. Every failed product or enterprise is a lesson stored in the collective memory. We don't stigmatize failure, we admire it. Venture Capitalists like to see a little failure in the résumés of entrepreneurs.'

Inspirational Leadership Inspirational leaders create an inspiring culture within their organization. People are not led by plans and evaluations. If you want to move and get the best from your people, don't say "I have a strategic plan". You must create inspiration, self-respect, a sense of ownership and excitement. Inspirational leaders breathe life, confidence and creativity into the organization. They create 'can-do' attitude and make business fun. They unlock inner power of their people and sustain their commitment. They inspire, energize and move people. They build corporate communities in which people feel valued, capable, confident and strong. They inspire team members to believe in the extraordinary work they can do together. People do what they have to do for a manager, they do their best for an inspirational leader. Motivate Every Employee Every person has a greater potential than they are exhibiting, and as a leader, it's your responsibility to maximize their potential and performance and the results of each member of your team. As an inspirational leader, you have great influence on employee motivation. With the right set of techniques you can affect your employees' behaviors right now. "You can reawaken and revive the spirit in your organization. Not only that, you can inspire all those around you by creating an environment in which employees will tap their own motivational energy and perform their best work,“ says Anne Bruce, the author of How To Motivate Every Employee . Best Practices: Six Golden Rules These Six Golden Rules are given to every new recruit in one winning organization. 1. Do more than just get by 2. Train and be trained 3. Take advantage of every opportunity 4. Be fair to the company 5. Seek solutions and not problems 6. Enjoy your work – and smile

Vision Vision is a short, succinct, and inspiring statement of what the organization intends to become and to achieve at some point in the future, often stated in competitive terms. The purpose of articulating a coherent vision of a desirable future in which your organization could thrive is to focus your organization and your partners on those things you could now to bring that future state about. Thus your vision performs both a directional and a motivational function. As a leader developing a vision, you must seek out the ideas and ideals that will inspire your organization and motivate its members to work toward greatness. Vision refers to the category of intentions that are broad, all-inclusive and forward-thinking. It is the image that a business must have of its goals before it sets out to reach them. It describes aspirations for the future, without specifying the means that will be used to achieve those desired ends. The corporate success depends on the vision articulated by the chief executive or the top management. For a vision to have any impact of the employees of an organization it has to be conveyed in a dramatic and enduring way. The most effective visions are those that inspire, usually asking employees for the best, the most or the greatest. Make sure you keep stretch in your vision, communicate it constantly, and keep linking the events of today to your vision, underscoring the relationship between the two. "Numbers have little to do with creating a vision of fulfilling a mission; they don't instill corporate values into the minds and hearts of the employees, and they don't provide much help in living up to those values or carrying out the vision. In short, it's not management philosophy, it's just a lot of cheerleading. And cheerleading doesn't turn a company around,“ says Jack Welch. Warren Bennis says: "To choose a direction, an executive must have developed a mental image of the possible and desirable future state of the organization. This image, which we call a vision, may be as vague as a dream or as precise as a goal or a mission statement.“ Brand Vision In the conventional view, a corporate strategy usually consists of developing an all-encompassing vision. The modern view is that brands now drive business strategy. In fact, brand visions are now replacing corporate visions, so powerful is their impact on profits.

Believe In and Encourage Your People Become a positive, encouraging person. Don't put people down, build them up instead. The message you convey can make all the difference in whether they spiral downward or soar skyward. In an interesting experiment, a schoolteacher was given a class of underachievers and told that they were the honor group. The teacher treated the students as advanced, and as a result they really became so. If you really and truly believe in your people, you convince them to live up to your expectations and – most important – to believe in themselves. This belief can create a dramatic turnaround. Create New Avenues for Growth In the modern flat organizations where opportunity for growth through promotion are limited, new managers level the playing field by creating new avenues for growth. They help employees find the right fit, create heroes in each role, and continuously provide their people with feedback on their performance. They also allow their employees to assess whether or not they are in a role that maximizes their individual talents. Employees who are in roles that allow them to do their best every day give their company the cutting edge in today's increasingly competitive market. Case in Point: Monsanto Monsanto was established in 1901 as a chemical giant. During 1995-97, it was undergoing a transformation to prepare itself for the twenty-first century and become a life sciences company. Robert Shapiro, the CEO of Monsanto, talks about the personalized conversations as perhaps being more important to the company's success than any other single factor: "Through a series of formatted small group conversations (as opposed to traditional workshops), employees are encouraged to discuss the transformation into a life sciences company - the nature of the strategic business opportunities, what it requires for Monsanto to succeed, the desired culture, how to work together, the personal transitions required, and so forth. The idea is to address the issues at the personal level, and thus, create the desired sense of passion in each employee,“ write Bruce A.Pasternack and Albert. J. Viscio in their book The Centerless Corporation .

Case in Point: Southwest Airlines Southwest Airlines expends a lot of energy in maintaining its workplace culture. Herb Kelleher, former Southwest's CEO, indicated how Southwest maintained its culture: "Well, first of all, it starts with hiring. We are looking for a particular type of person, regardless of which job category it is. We are looking for attitudes that are positive and for people who can lend themselves to causes. We want folks who have a good sense of humor and people who are interested in performing as a team and take joy in team results instead of individual accomplishments.“ Case in Point: Inland Empire Health Plan (IEHP) The IEHP Team Culture supports a system to provide the best health care possible to people who need IEHP's collective support. It is how employees interact with one another...the professionalism and respect they exhibit to each other, how they learn and communicate with one another and clients. It’s a culture that supports the idea that all Team Members are valued...individuals can make a difference...but to do so requires a positive and interactive approach with other members of IEHP's team. Below are the highlights that create and maintain the IEHP Team Culture: Focus on our client’s needs, our reason for being. You are valued. Your opinion is important. Your job is very important to our success...you can make a difference. Your involvement in our team environment is essential. Work as a Team Member... you won’t make it alone. Always ask a Team Member if they need help...don’t wait to be asked. Be involved in our success. Work with others in a cooperative manner. Treat all Team Members with respect...it’s their job to return that respect. Constantly strive to improve everything you do, every process you are involved in. It’s okay to have fun...you should be happy at work. Be a positive influence on everyone you interact with. You have joined a winning team...it’s something to be proud of and be a part of. Finally, you must be a proponent of the IEHP Team Culture... our success depends upon it. If each Team Member supports the Team Culture, it will happen and we will continue to have an extraordinary place in which to work and succeed.

Create a Culture of Questioning Questions are critical to innovation. Questions make you think about new ways of doing things. Exploration of possibilities, discoveries, innovation, and progress start with challenging assumptions, asking searching “Why?” and “What if?” questions, and plying “What if” scenarios. How can you create a culture of questioning? Lead by example – start with yourself. Ask lots of questions. Don’t question competence – ask open-ended searching questions instead. Case in Point: Google "We run the company by questions, not by answers," says Eric Schmidt, the CEO of Google. "So in the strategy process we've so far formulated 30 questions that we have to answer. I'll give you an example: we have a lot of cash. What should we do with the cash? Another example of a question that we are debating right now is: we have this amazing product called AdSense for content, where we're monetizing the Web. If you're a publisher we run our ads against your content. It's phenomenal. How do we make that product produce better content, not just lots of content? An interesting question. How we do make sure that in the area of video, that high-quality video is also monetized? What are the next big breakthroughs in search? And the competitive questions: What do we do about the various products Microsoft is allegedly offering? You ask it as a question, rather than a pithy answer, and that stimulates conversation. Out of the conversation comes innovation. Innovation is not something that I just wake up one day and say 'I want to innovate.' I think you get a better innovative culture if you ask it as a question.“ Searching for New Opportunities: Examples of "Why?" and "What If?" Questions Why we always do things this way? What if we do it differently? Why should we limit ourselves to getting better in what we are doing? What if we change things radically? Why should we look at this risk as a problem? What if we try to convert risks into opportunities? Why don't we challenge our big competitor's market leadership position? What if we create a new market segment? Why should we look at cross-cultural differences as a problem? What if we try to leverage the power of our diversity?

Coaching versus Micromanaging Micromanagement won't work when teamwork and continuous innovation is a priority. Although micromanagement can build discipline, it keeps employees locked within a limited range of action. When micromanagers relax their grip and switch to a coaching approach, the organizations reporting to them often flourish because the staff has the opportunity to utilize and demonstrate its full potential, says Mark Stevens, the author of Extreme Management . Instead of to do what they have to do to please their boss, team members are encouraged to see how hard and smart they can work to help achieve organizational mission. Coaching Culture Coaching helps individuals and organizations cope with their responsibilities and ultimately achieve success overall. British organizational development experts David Clutterback and David Megginson researched the theory and reality of changing to a coaching culture. They defined "a coaching culture as one in which the predominant style is managing and working together, and where a commitment to grow the organization is embedded in a parallel commitment to grow the people in the organization.” In a coaching culture, continuous development of people, through feedback, learning dialogue and individual experimentation, drives every business process, from strategic planning to customer service. Coaching in the Team Context A well-defined strategy and working approach is integral to effective teamwork. It is also essential for a positive coaching environment. According to Max Landsberg, the author of The Tao of Coaching , constructive characteristics of coaching in team context include: Shortly after the team has been formed, the leader holds a meeting to agree ground rules and 'team charter' – e.g. team objectives, individual objectives, and working hours. The whole team participates in discussing and drafting the workplan. Team members discuss personal needs for skill development early and openly. Ground rules for nondefensive communication are set so that team members feel comfortable providing and receiving ongoing feedback. The team reviews, regularly or after major milestones, how it is working.

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INSPIRING CORPORATE CULTURE (Inspirational Micro-course) - Presentation Transcript

Inspirational micro-course (10 slides) by Vadim Kotelnikov Inspiring Culture Founder Inspirational Business e-Coach We don’t teach, we inspire! Inspirational Leadership Relentless Innovation Inspiring Vision Inspirational Environment Shared Values 1000ventures InsBeCo 1000advices success360 fun4biz
Inspirational Business e-Coach The World’s #1 Source of Inspiration and Innovation! Enterprises: 3M, ABB, Adidas, Alcatel, Bayer, Boeing, BAT, BP, Canon, Cisco, Corning, GE, HP, Hitachi, Hyundai, IBM, Intel, J&J, Microsoft, Motorola, Nokia, Oracle, Philips, Samsung, Shell, Siemens, Sony Banks: Citicorp, Goldman Sachs, JP Morgan Chase, Standard Chartered Consultants: Deloitte, Ernst & Young, KPMG, McKinsey Customers in 100+ countries Customer segments Enterprises – 43% Consultants – 25% Individuals – 16% Universities – 12% Government – 4% North America 51% Europe 2 1 % Asia-Pacific 2 0 % Africa 5 % South America 3 % Different industry leaders choose InsBeCo Welcome to the world of inspirational micro-courses! We help new business champions grow! InsBeCo
Inspiring Culture Encouraging Your People To Do Great Things
- What drives creative people
- Inspiring vision
- Challenge, stretch goals
- Passion
- Feeling terrific about themselves
- Sense of ownership
- Involvement, teamwork
- Self-confidence
- Freedom to experiment and fail
- Speed
- Growth opportunities
Do you want to encourage extraordinary performance from your people? InsBeCo
Inspiring People Four Key Strategies to Inspire Employees to Act Allow experimentation and the freedom to fail. Make business fun. Encourage challenges to the assumptions and the status quo Create an inspiring vision and set stretch goals Create freedom from bureaucracy and celebrate diversity InsBeCo
Inspirational Leadership 10 Roles
- Provide an inspiring vision and launch a crusade
- Help people connect their personal goals to business goals
- Make relentless innovation a religion
- Encourage entrepreneurial creativity and experimentation
- Involve everyone, empower and trust employees
- Coach and train your people to greatness
- Build teams and promote teamwork, leverage diversity
- Motivate, inspire and energize people, recognize achievements
- Encourage risk taking
- Make business fun
© Vadim Kotelnikov InsBeCo
Corporate Vision Providing Purpose, Direction and Motivation Vision is a short and inspiring statement of what your organization intends to become and to achieve at some point in the future.
- Corporate Vision May Contain Commitment to:
- Creating an outstanding value for customers and other stakeholders
- Developing a great new product or service
- Developing a great company
Examples of Corporate Vision InsBeCo To inspire innovation and help people create a better world. Ten3 To enable people and businesses throughout the world to realize their full potential. Microsoft To become the world's leading consumer company for automotive products and services. Ford We bring good things to life. GE
Attitude Motivation Provide Purpose and Facilitate Personal Growth
- Inspiring relationships
- Treat people as individuals, believe in them
- Encourage your people, be sincere with praise
- Promote participation, cooperation and teamwork
- Inspiring work
- Provide an inspiring vision and strategic direction
- Make the work interesting, make business fun
- Provide growth opportunities, create new avenues for growth
Financial rewards do encourage people to produce results. But the kind of ownership that really generates energy is not economic. It is emotional. It makes business fun, gives people a sense of responsibility and makes them feel that their actions make a difference. Attitude Motivation Tips InsBeCo
Building a Team Culture
- Better results
- Strategic focus
- People do their best
- Synergistic collaboration
- Better processes
- High involvement
- Idea sharing
- Flexibility
- Better environment
- Inspiring and energizing
- Less conflicts
- Employee satisfaction
- 10 Action Areas
- Provide an inspiring vision
- Define shared values
- Set stretch goals
- Develop team leaders
- Synergize complementary skills
- Celebrate diversity
- Encourage team activities
- Empower teams
- Provide coaching
- Reward collective achievements
10 Action Areas and Key Benefits Benefits © Vadim Kotelnikov InsBeCo
Inspiring Teamwork Create Hot, not Dull Teams Dull Team Work in a dull team demotivates employees and destroys corporate culture. Hot Team “ A hot team is infused with purpose, personality, and a great passion about doing great things or projects together.” – Tom Kelly, IDEO InsBeCo
Culture for Innovation Create a Culture of Questioning © Vadim Kotelnikov "The first people had questions, and they were free. The second people had answers, and they became enslaved." – The Earth Wisdom Teachings InsBeCo Assign teams to reassess past decisions periodically: Are they still effective in a changing environment? Reassess 4 Establish a mentality that everything can and should be improved and encourage people to ask “How?” questions Improve 2 Educate Do Differently Be a Model Encourage people to challenge assumptions; run “The Best Question” contests 3 Lead by example; search for new opportunities; ask lots of “Why?” and “What if?” questions 1 Train people to ask effective searching and open-ended questions; promote coaching by questioning 5
Building a Coaching Culture Benefits and Actions Areas
- Benefits
- Helps coachees grow, increases their performance and satisfaction
- Increases the coach’s effectiveness as a leader
- Helps the organization grow and create higher value
InsBeCo Commitment to grow the organization is embedded in a commitment to grow the people in the organization Commitment 3 Managing and working together as a team Style 2 Coaching should not be seen as an occasional exercise – i t's an everyday occurrence for everyone in the team Mindset 1 Making Performance Coaching an Integral Part of Your Company's Ethos
Inspiring Culture The 5 Key Elements Inspirational Leadership Relentless Innovation Inspiring Vision Inspirational Environment Shared Values InsBeCo
Inspiring Culture Inspirational Micro-course Thank You! Vadim Kotelnikov We don’t teach, we inspire! 1000ventures InsBeCo 1000advices success360 fun4biz InsBeCo Would you like to discover more? Click here!