1. Class #5
September 27 , 2012
Harrison & Muhlberg
Georgetown University Leadership
9/20/2012 Communication 1
2. Trust & Leadership
Bad story Good story
Good
Unrecognized Visionary
substance
Snake oil
Bad substance Rejected
salesman
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
6. SEIDMAN: THREE TYPES OF CORPORATE CULTURES
How They Know, Use Information
Adapted from HOW, Dov Seidman, 2007
7. SEIDMAN: THREE TYPES OF CORPORATE CULTURES
How They Are Motivated
Adapted from HOW, Dov Seidman, 2007
8.
9. Puzzle of Motivation (Pink)
http://www.ted.com/talks/dan_pink_on_motivation.
html
Do leaders know how to motivate
followers for success?
Do you get more and better work
from employees by rewarding them?
11. Motivation 2.0 (Pink, D. H.)
The secret to high
corporate performance
is engaging the
individual’s drive to
achieve things that
satisfy.
12. 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.
15. 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?
16. Evaluating Engagement
http://www.lrn.com/howmetrics/#data/quiz
Seidman’s Enablers
Trust, 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?
17.
18.
19. CCO’s Culture Engagement
Starter 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)
20. CCO’s Culture Engagement
Starter 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…
21. Supportive References
Roger Bolton on culture change at Aetna:
http://envirocomm.com/2012-comm-prod-change-
070612.php
Chapters 10 and 11; and the Book List , in
LEADERSHIP COMMUNICATION textbook
Page Society http://awpagesociety.com
Blogs (websites by Pink and by Seidman)
Website of GagenMacDonald (Maril MacDonald)
www.letgoandlead.com
Google, LinkedIn, etc.