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Communicating: Corporate Culture


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How corporate communicators can influence company culture. Guides include Dan Pink, Dov Seidman on cultures and motivation

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Communicating: Corporate Culture

  1. 1. Class #5 September 27 , 2012 Harrison & Muhlberg Georgetown University Leadership9/20/2012 Communication 1
  2. 2. Trust & Leadership Bad story Good story Good Unrecognized Visionary substance Snake oilBad substance Rejected salesman
  3. 3. Corporate Cultures:The CCO RoleEvery organization has a cultureMilitary, social, corporate, it boils down to “how we do it, who we are”Corporate cultures are our focusWe think the goal is engagementWe seek to understand the role of the corporate CCO in influencing culture
  4. 4. Reference
  5. 5. SEIDMAN: THREE TYPES OF CORPORATE CULTURES Adapted from HOW, Dov Seidman, 2007
  6. 6. SEIDMAN: THREE TYPES OF CORPORATE CULTURESHow They Know, Use Information Adapted from HOW, Dov Seidman, 2007
  7. 7. SEIDMAN: THREE TYPES OF CORPORATE CULTURESHow They Are Motivated Adapted from HOW, Dov Seidman, 2007
  8. 8. Puzzle of Motivation (Pink) htmlDo leaders know how to motivate followers for success?Do you get more and better work from employees by rewarding them?
  10. 10. Motivation 2.0 (Pink, D. H.)The secret to high corporate performance is engaging the individual’s drive to achieve things that satisfy.
  11. 11. 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.
  12. 12. Culture of Engagement Greater GoodPurpose,Mastery,Autonomy
  13. 13. Alignment: Seidman (Culture), Pink MotivationControl (Obey) >ComplianceAutonomy (Self Govern) >Engagement
  14. 14. 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?
  15. 15. Evaluating Engagement 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?
  16. 16. 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)
  17. 17. 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…
  18. 18. Supportive ReferencesRoger Bolton on culture change at Aetna: 070612.phpChapters 10 and 11; and the Book List , in LEADERSHIP COMMUNICATION textbookPage SocietyBlogs (websites by Pink and by Seidman)Website of GagenMacDonald (Maril MacDonald)Google, LinkedIn, etc.
  19. 19. CCO Accountabilities 1. Inform Information flow 2. Manage Stakeholder perception 3. Influence culture ‘Chief Engagement Officer’