How to engage men in inclusionary leadership programs within your Diversity and Inclusion initiatives. by Dale Thomas Vaughn, presented at the Women In Tech International Summit 2017, previous versions presented at SHMR Diversity and Inclusion 2016, and various corporations.
Dr. David Kolzow is President of Team Kolzow Inc., which provides economic development consulting services. He recently served as the Chair of the Department of Economic Development & Planning at the University of Southern Mississippi for four years. He has close to 40 years of consulting experience in site selection, real estate development planning, and community economic development. His past clients include numerous communities, states, and some of the largest land developers in the nation.
One of the most significant encounters in the history of not-for-profit enterprise could well have been the first meeting between Frances Hesselbein and Peter Drucker. It took place at New York City’s Union Club in 1981. Hesselbein was in her fifth year as CEO of the Girl Scouts of the USA, a national organization with more than 3 million members and volunteers. Founded in 1912, it was a venerable but relatively staid institution in which girls drawn almost entirely from the white middle class aspired to win homemaker and storytelling badges. Hesselbein had become CEO at a difficult time for the organization; it had had a declining membership, a dearth of volunteers, a growing reputation for irrelevance, and a governance system that allowed many of the 335 councils to operate as separate fiefs. But she had begun to lead the organization through a turnaround. Under her guidance, it was becoming a cohesive and growing enterprise, focused on helping girls from diverse backgrounds achieve their highest potential, through a contemporary program that emphasized leadership, science, technology, and math.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/are-women-good-for-business/
Do women or men make better leaders?
Recently, McKinsey republished an article from 1976 entitled ‘ Sex bias – still in business ’ with the following 2014 introduction:
Despite much talk of equal opportunity for women, discrimination persists in business. This 1976 McKinsey Quarterly article, part of a series celebrating our 50th anniversary, shows how companies should correct disparities that are illegal, immoral, and bad for business.
Curious as to how a 38 year old article could offer fresh and relevant insights into a subject close to my heart, I sat down with keen anticipation to read it. My enthusiasm was quickly dispelled by tedium and increasing frustration. The article was too predictable. It gave a prescription of organisational measures to create greater opportunities for women, but the only reason it gave for doing so was ‘unfairness’ and the need to conform with legislation. I struggled to understand why McKinsey were bothering to republish it in 2014 – it certainly did not provide thought leadership..
Whilst the right of women to equal opportunities is undeniable there are even more positive and compelling reasons to advance their role in business. Ask yourself whether ‘the fairer sex’ or ‘the testosterone-fuelled sex’ are likely to fare better on the following, research-validated characteristics of Top 1% companies:
• Decisions, which can occasionally be bold and radical, are made on the basis of quiet, calm insight and understanding, not bravado.
• There is an holistic culture with a long-term, nurturing perspective and a recognition of the constant need to improve and to learn, personally and collectively.
• Staff regard the company as if it was their family and describe it with affection as an open, honest and supportive environment in which standards are high, but everyone’s contribution is valued.
How to engage men in inclusionary leadership programs within your Diversity and Inclusion initiatives. by Dale Thomas Vaughn, presented at the Women In Tech International Summit 2017, previous versions presented at SHMR Diversity and Inclusion 2016, and various corporations.
Dr. David Kolzow is President of Team Kolzow Inc., which provides economic development consulting services. He recently served as the Chair of the Department of Economic Development & Planning at the University of Southern Mississippi for four years. He has close to 40 years of consulting experience in site selection, real estate development planning, and community economic development. His past clients include numerous communities, states, and some of the largest land developers in the nation.
One of the most significant encounters in the history of not-for-profit enterprise could well have been the first meeting between Frances Hesselbein and Peter Drucker. It took place at New York City’s Union Club in 1981. Hesselbein was in her fifth year as CEO of the Girl Scouts of the USA, a national organization with more than 3 million members and volunteers. Founded in 1912, it was a venerable but relatively staid institution in which girls drawn almost entirely from the white middle class aspired to win homemaker and storytelling badges. Hesselbein had become CEO at a difficult time for the organization; it had had a declining membership, a dearth of volunteers, a growing reputation for irrelevance, and a governance system that allowed many of the 335 councils to operate as separate fiefs. But she had begun to lead the organization through a turnaround. Under her guidance, it was becoming a cohesive and growing enterprise, focused on helping girls from diverse backgrounds achieve their highest potential, through a contemporary program that emphasized leadership, science, technology, and math.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/are-women-good-for-business/
Do women or men make better leaders?
Recently, McKinsey republished an article from 1976 entitled ‘ Sex bias – still in business ’ with the following 2014 introduction:
Despite much talk of equal opportunity for women, discrimination persists in business. This 1976 McKinsey Quarterly article, part of a series celebrating our 50th anniversary, shows how companies should correct disparities that are illegal, immoral, and bad for business.
Curious as to how a 38 year old article could offer fresh and relevant insights into a subject close to my heart, I sat down with keen anticipation to read it. My enthusiasm was quickly dispelled by tedium and increasing frustration. The article was too predictable. It gave a prescription of organisational measures to create greater opportunities for women, but the only reason it gave for doing so was ‘unfairness’ and the need to conform with legislation. I struggled to understand why McKinsey were bothering to republish it in 2014 – it certainly did not provide thought leadership..
Whilst the right of women to equal opportunities is undeniable there are even more positive and compelling reasons to advance their role in business. Ask yourself whether ‘the fairer sex’ or ‘the testosterone-fuelled sex’ are likely to fare better on the following, research-validated characteristics of Top 1% companies:
• Decisions, which can occasionally be bold and radical, are made on the basis of quiet, calm insight and understanding, not bravado.
• There is an holistic culture with a long-term, nurturing perspective and a recognition of the constant need to improve and to learn, personally and collectively.
• Staff regard the company as if it was their family and describe it with affection as an open, honest and supportive environment in which standards are high, but everyone’s contribution is valued.
In this webinar, hear from speakers who are fired up about cultivating upcoming generations of diverse leaders. Be inspired by how they’re creatively deepening their talent bench and learn the factors to consider as you construct a pipeline to your ultimate role. You’ll find out what behaviors get “high-potentials” noticed – and see how the succession planning process unfolds behind the scenes. (Panel)
Guest Speakers
Shachella James, PMP, Vice President Technology Operations at CenterPoint Energy and Charles S. Johnson, Sr. Director, Diversity & Inclusion, Ball Corporation.
20 Things That Will Make You a Powerfully Influential LeaderKris Fannin
The difference between great and brilliant leaders is the ability to influence. Here are 20 ways to boost your leadership influence and power through leveraging leadership trust.
3 Powerful Leadership Lessons from Guy KawasakiBrian Downard
I recently did an expert roundup on leadership and wanted to know one simple thing:
What are the most important skills/traits for leaders. Here is what Guy Kawasaki said...
ecoMarkets Advisory Services\' Presentation On Leadership 010810Jeff Malakoff
A short presentation on the need for Leaders and Leadership , the importance of Leadership and its value to the organization, types of Leadership styles, change and change leadership, theories of Leadership, factors affecting Leadership style, Leadership Development , the differences and relationship between Leadership and management,
The Moral Aspects of Leadership & Leadership Trends
Social Media: Trends, Trust and Telling Your StoryLaura Lee Dooley
In a time of stagnant distrust of institutions, YOUR social media presence provides a means to connect with people who seek your expertise and trust your brand. However, first, you need to get (and keep) your audience's attention. Whether you are a passionate advocate for WRI's work, an expert spokesperson for our issues, or a highly competent communicator, this session and panel discussion highlights current trends, research, and first-hand experience to help you more effectively engage on social media.
The analysis of a primal postal scene forms the basis of a critical-creative examination of some unremarked correspondences between queer theory and deconstruction. Derrida’s playful performative enactment of the so-called “postal principle” in The Post Card evokes frustration and failure at reading-but-not-reading this lacuna-filled novel-in-letters. His description of a postcard depicting Plato fucking Socrates explicitly allegorises this queer challenge to the reader’s straightforward desire for the heteroproduction of interpretive certitude: their errant act of un/re/productive gay anal sex threatens to rupture the foundational belief in the reproduction of a logocentric heteronormative futurity. Veering, the reader thus risks going astray, getting lost, and becoming queer.
In this webinar, hear from speakers who are fired up about cultivating upcoming generations of diverse leaders. Be inspired by how they’re creatively deepening their talent bench and learn the factors to consider as you construct a pipeline to your ultimate role. You’ll find out what behaviors get “high-potentials” noticed – and see how the succession planning process unfolds behind the scenes. (Panel)
Guest Speakers
Shachella James, PMP, Vice President Technology Operations at CenterPoint Energy and Charles S. Johnson, Sr. Director, Diversity & Inclusion, Ball Corporation.
20 Things That Will Make You a Powerfully Influential LeaderKris Fannin
The difference between great and brilliant leaders is the ability to influence. Here are 20 ways to boost your leadership influence and power through leveraging leadership trust.
3 Powerful Leadership Lessons from Guy KawasakiBrian Downard
I recently did an expert roundup on leadership and wanted to know one simple thing:
What are the most important skills/traits for leaders. Here is what Guy Kawasaki said...
ecoMarkets Advisory Services\' Presentation On Leadership 010810Jeff Malakoff
A short presentation on the need for Leaders and Leadership , the importance of Leadership and its value to the organization, types of Leadership styles, change and change leadership, theories of Leadership, factors affecting Leadership style, Leadership Development , the differences and relationship between Leadership and management,
The Moral Aspects of Leadership & Leadership Trends
Social Media: Trends, Trust and Telling Your StoryLaura Lee Dooley
In a time of stagnant distrust of institutions, YOUR social media presence provides a means to connect with people who seek your expertise and trust your brand. However, first, you need to get (and keep) your audience's attention. Whether you are a passionate advocate for WRI's work, an expert spokesperson for our issues, or a highly competent communicator, this session and panel discussion highlights current trends, research, and first-hand experience to help you more effectively engage on social media.
The analysis of a primal postal scene forms the basis of a critical-creative examination of some unremarked correspondences between queer theory and deconstruction. Derrida’s playful performative enactment of the so-called “postal principle” in The Post Card evokes frustration and failure at reading-but-not-reading this lacuna-filled novel-in-letters. His description of a postcard depicting Plato fucking Socrates explicitly allegorises this queer challenge to the reader’s straightforward desire for the heteroproduction of interpretive certitude: their errant act of un/re/productive gay anal sex threatens to rupture the foundational belief in the reproduction of a logocentric heteronormative futurity. Veering, the reader thus risks going astray, getting lost, and becoming queer.
KQ3: Developing tourism at what cost?
What are the impacts of tourism?
Economic impact
Socio-cultural
Environmental
How are the impacts of tourism managed?
Medical tourism marketing – opportunities and challenges by Dr Prem JagyasiDr Prem Jagyasi
Medical tourism marketing – opportunities and challenges presents latest trends in medical tourism and what are key challanges in marketplace.
Read more about speaker at www.DrPrem.com
Ever been frustrated by a woman just because you couldn’t turn her ON? Ever want to make sure a woman was HORNY before... You tried to even make a move? visit - http://makeanygirlwanttofuck.net/
A Global WorkforceGlobalization Impact on CultureCulture is im.docxsleeperharwell
A Global Workforce
Globalization Impact on Culture
Culture is impacted by globalization, especially when it comes to a popular or dominates culture. Western or "Americanized" cultures are exposed around the globe through popular movies, television shows, fast food chains, books, clothing, and other consumer goods. These pop cultural items bleed into indigenous cultures and change local beliefs, values, and traditions; thus the historical cultures are changed or infused with the dominant culture.
Globalization and Cultural Domination
Cultural domination is one result of globalization. This theory refers to the dominant culture imposing beliefs, values, knowledge, and other cultural social norms onto the other country. A major example here is the Western culture domination over a global environment. The United States is a major capitalist society and therefore shapes values, identities, and perception around the world. As proven in the following example, with great power comes great responsibility.
As companies like McDonald’s move into countries like China, they are influencing the current cultural traditions in their wake. For instance, in China it was not acceptable for children to buy food with their own money; instead they were expected to eat what was placed in front of them. Traditionally McDonald's in Western countries would market to children with toys and happy meals, and they followed the same approach in China. Chinese children began wanting to select their own food when going to McDonalds, and after some time had passed, this has now become a new socially accepted practice (Lim, 2013).
Globalization and Divergence of Cultures
Cultural divergence is another result of globalization. As more and more opportunities for cultural exchanges take place, promotion for tolerance and diversity acceptance are happening. In this theory, a global society is the outcome where ideas are freely exchanged and appreciated, as cultures merge together to form a new inclusive culture. For example, when McDonald's expanded into China, the Chinese culture did not celebrate children’s birthdays. As McDonald's continued to market to children and birthday parties, these celebrations have now become a new custom with Chinese children with the celebration of birthdays (Lim, 2013).
Impact of Globalization on Dominate and Divergent Cultures in the Workplace
As we have seen above, dominant and divergent cultures are powerful theories in shaping society; these societies influence individual’s beliefs, values, and behaviors in the workplace. If dominate cultures are present in an individual's society, these individuals could become highly protective of their beliefs when it comes to workplace policies. Managers must look to adapt and work with all individuals to ensure common ground or a divergent culture is the outcome.
Hofstede’s Cultural Dimensions
Hofstede’s Dimensions of the Basic Human Condition
To successfully manage a global workforce we must understand som.
Companies can tap their natural advantage when they
focus on changing a few important behaviors, enlist
informal leaders, and harness the power of employees’ emotions.
“I think she’ll fit well into our company.”
“His experience was stellar, but he just wouldn’t be a good fit.”
These phrases are frequently used to describe candidates and whether they will – or won’t – “fit” into an organization’s culture. But what does culture fit really mean? Is there a better way to determine how well a candidate will fit than simply having a good feeling about whether they’ll mesh well? And, how do goals of hiring for culture fit complement—or conflict— with other goals such as diversity or hiring for skills?
This article will explore these questions and provide qbest practices.
FALL 2016 WORK & Society Discussion assignment SECTION A Part .docxssuser454af01
FALL 2016 WORK & Society Discussion assignment
SECTION A Part 1 of 2
You will discuss your recommendations for a change in organizational culture in one of two organizations: you have been assigned to discuss the Secret Service (SS) READ the
Secret Service article: http://www.nytimes.com/2015/01/15/us/politics/secret-service-reshuffling-follows-scandals.html?_r=0
Directions: Answer questions 1 & 2. Be specific paying particular attention to pp. 116 & 117 in the Schein article (below). Label answers 1&2 with SS on the subject line, as you are assigned.
1) Select a level of culture (either artifacts, espoused values or basic assumptions) and briefly describe how it is currently manifested in the organization. What should this level look like after a culture change?
2) Using either socialization by a dominant subculture or leader intervention, what steps should be used to change the culture? In other words, selecting one of these two methods, what would you recommendation happen to change the culture?
{pp. 116 & 117} of Schein Article (Organizational Culture by Edgar H. Schein
nsions have been made, and some preliminary support for the above hypotheses has been forthcoming (Feldman, 1976, 1988; G. R. Jones, 1986). Insofar as cultural evolution is a function of innovative and creative efforts on the part of new members, this line of investigation is especially important. Cultural Dynamics: Natural Evolution Every group and organization is an open system that exists in multiple environments. Changes in the environment will produce stresses and strains inside the group, forcing new learning and adaptation. At the same time, new members coming into the group will bring in new beliefs and assumptions that will influence currently held as- sumptions. To some degree, then, there is constant pres- sure on any given culture to evolve and grow. But just as individuals do not easily give up the elements of their identity or their defense mechanisms, so groups do not easily give up some of their basic underlying assumptions merely because external events or new members discon- firm them. An illustration of "forced" evolution can be seen in the case of the aerospace company that prided itself on its high level of trust in its employees, which was reflected in flexible working hours, systems of self-monitoring and self-control, and the absence of time clocks. When a number of other companies in the industry were discov- ered to have overcharged their government clients, the government legislated a system of controls for all of its contractors, forcing this company to install time clocks and other control mechanisms that undermined the cli- mate of trust that had been built up over 30 years. It remains to be seen whether the company's basic assump- tion that people can be trusted will gradually change or whether the company will find a way to discount the el- 116 February 1990 • American Psychologist
fects of an artifact that is in fundamental c ...
Culture?
Definition of Culture
Step to Build the Culture
Culture Types
Organizational Culture
Characteristics of Organizational Culture
How to create Organizational Culture?
In every organization there is a talk about organizational culture, that mysterious word that characterizes the qualities of a work environment. One of the key questions and assessments, when employers interview a prospective employee, explores whether the candidate is a good cultural fit. Culture is difficult to define, but you generally know when you have found an employee who appears to fit your culture. He just feels right.
What Holdsthe ModernCompany TogetherThe short answe.docxalanfhall8953
What Holds
the Modern
Company Together?
The short answer is culture.
But which type
is right for your organization?
T
±b<
by Rob Goffee and Gareth Jones
organizational world is awash with talk of corporate c u l t u r e - a n d for good reason.
Culture has become a powerful way to hold a company together against a tidal wave of
pressures for disintegration, such as decentralization, de-layering, and downsi:
ing. At the same time, traditional mechanisms for integration-hierar-
chies and control systems, among other devices-are proving costly
and ineffective.
Culture, then, is what remains to bolster a company's identity as one
organization. Witbout culture, a company lacks values, direction, and
purpose. Does tbat matter? For the answer, just observe any company with
a strong eulture-and then compare it to one without.
But what is corporate culture? Perhaps more important, is there one
right culture for every organization? And if the answer is no-which we
Rob Goffee is a professor of organizational behavioral London Business School
Gareth fanes, formerly senior vice president for human resources at Polygram
International in London, is a professor of oiganizational development at
Henley Management College in Oxfordshire, England. Goffee and fanes are
the founding partners of Creative Management Associates, an organizational
consulting firm in London.
—— —
CORPORATE CULTURE
Two Dimensions, Four Cultures
high
S
o
ci
a
b
ili
ty
low
il
Networked Communal
Fragmented Mercenary
low high
Solidarity
firmly believe-bow can a manager change an orga-
nization's culture? Those three questions are the
subject of this article.
Culture, in a word, is community. It is an out-
come of how people relate to one another. Commu-
nities exist at work just as they do outside the com-
mercial arena. Like families, villages, schools, and
clubs, businesses rest on patterns of social interac-
tion that sustain them over time or are their undo-
ing. They are built on shared interests and mutual
obligations and thrive on cooperation and friend-
ships. It is because of the commonality of all com-
munities that we believe a business's culture can be
better understood when viewed through the same
lens that has illuminated the study of human orga-
nizations for nearly 150 years.
That is the lens of sociology, which divides com-
munity into two types of distinct human relations:
sociability and solidarity. Briefly, sociability is a
measure of sincere friendliness among members of
a community. Solidarity is a measure of a commu-
nity's ability to pursue shared objectives quickly
and effectively, regardless of personal ties. These
two categories may at first seem not to capture the
whole range of human behaviors, but they have
stood the test of close scrutiny, in both academia
and the field.
What do sociability and solidarity have to do
with culture? The answer comes when you plot the
dimensions against each other. The result is four
types of community: .
Cross Cultural Communication with reference to India, Netherlands and New Zealand.
What is culture ?
I
ceberg Theory Of Culture
Cross Culture Communication
Organizational Culture
Brief Introduction of Countries
India, Netherlands and New Zealand
Fundamental Dimensions of Culture
Trompenaars’ and Hampden-Turner’s 7 dimensions of culture
Etiquette and Customs
India
Netherlands
New Zealand
Business Etiquette and Protocol
India
Netherlands
New Zealand
An Conghui, president of Zhejiang Geely Holding Group and CEO of Geely Auto Group, explains the future of flying cars and the value of an international brand.
For Greg Lehmkuhl, president and CEO of Lineage Logistics, temperature-controlled supply chains for perishables are one of the world’s next great platforms.
As more and more companies in a range of industries adopt machine learning and more advanced AI algorithms, the ability to provide understandable explanations for different stakeholders becomes critical. If people don’t know why an AI system made a decision, they may not trust the outcome.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
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Kseniya Leshchenko: Shared development support service model as the way to ma...
The Critical Few: Components of a Truly Effective Culture
1. strategy+business
ISSUE 74 SPRING 2014
The Critical Few:
Components of a Truly
Effective Culture
Forget the monolithic change management programs and focus on the
elements of your culture that drive performance.
BY JON KATZENBACH, RUTGER VON POST,
AND JAMES THOMAS
REPRINT 00237
3. Forget the monolithic change
management programs and focus
on the elements of your culture
that drive performance.
Illustration by Grant Snider
Sometimes corporate culture manifests itself in
a make-your-own-taco party in the office kitchenette.
Sometimes you can see it when an outdated phone bank
is converted into an on-site ice cream shop. And sometimes it’s on display when senior leaders pick up paintbrushes to turn formerly bland office walls into electric
blue work spaces. These are examples of the “Culture
Blitz” at work at Southwest Airlines Company, where
a 40-year culture is still going strong and is further invigorated by traveling teams who volunteer every year to
by Jon Katzenbach,
Rutger von Post, and
James Thomas
visit hundreds of employees to show their appreciation.
And it’s infectious.
Mary Widen is a Southwest Culture Blitz member
who will never forget the first time she “hokeyed” an
airplane. (Although the hokey is in fact a line dance, at
Southwest it’s also the name of the small carpet sweeper
used to clean the plane between flights.) It’s traditionally the responsibility of the flight attendants to clean
the plane, but once in a while Culture Blitz members
take over this task and give the flight attendants time
feature organizations & people
The Critical Few:
Components of
a Truly Effective
Culture
2
4. feature organizations & people
3
Rutger von Post
rutger.vonpost@booz.com
is a partner with Booz &
Company based in New York.
He works with the firm’s
organization, change, and
leadership practice and is
head of the Katzenbach Center
in North America. He is the
author of the s+b article “Eat
Your Peas: A Recipe for Culture
Change” (Summer 2011).
off and bags of snacks. “The flight attendants were
in shock—you would have thought I had given them
a bag of jewelry. They were yelling ‘thank you’ at me
long after I had walked away. It was their unexpected
good moment of the week, and they were so grateful.
And that refuels you. And those good feelings last long
after the hokeying is complete. People keep in touch after, and that makes Southwest feel like a real family,”
says Widen.
These are the types of experiences that a strong culture creates. To sustain such a culture, Southwest and
other enterprises understand that key behaviors have to
be actively managed and made visible. Companies with
the most effective culture seek out and continually reinforce what Charles Duhigg, author of The Power of
Habit: Why We Do What We Do in Life and Business
(Random House, 2012), calls “keystone habits.” A keystone habit, Duhigg has noted, is “a pattern that has the
power to start a chain reaction, changing other habits
as it moves through an organization.” Companies that
recognize and encourage such habits stand to build cultures with influence that goes beyond employee engagement and directly boosts performance.
Too few leaders recognize the outsized influence of
these key behaviors, however. Their efforts to improve
performance remain ill focused and diffuse. They find
it hard to resist the temptation to pile one directive on
top of another; even when those efforts are aligned to
the same ultimate goals, they often undermine one another. Further, when those efforts are focused on significant changes to the culture, they are almost always
too comprehensive, programmatic, esoteric, and urgent.
Leaders fail to appreciate how deeply culture can be ingrained in people’s beliefs and habits—and, therefore,
James Thomas
james.thomas@booz.com
is a principal with Booz &
Company based in Dubai, and
is the Middle East lead for the
Katzenbach Center. He is a
specialist in capabilities-driven
organization and business
transformation with significant
experience working in oil and
gas. He has published articles
on a cutting-edge approach
to culture and behavior
diagnostics.
how very difficult it will be to change behavior in a way
that will last.
We have found, through numerous cultural interventions with a wide range of organizations, from HP
and Bell Canada to major enterprises in India, Australia, and the Middle East, that companies that eschew
all-encompassing culture change initiatives and instead
focus on three specific elements—critical behaviors,
existing cultural traits, and critical informal leaders—
have the most success. We call these “the critical few.”
The first elements, critical behaviors, are those ways
of doing things in your current operations that can easily spread from one employee to another; they have the
potential to generate a real business impact, particularly
when they become habitual and widespread. Moreover,
you would recognize them right away if respected leaders at various levels throughout the organization started
putting them into practice.
The second piece, existing cultural traits, refers to
three or four emotional elements of the current culture
that are distinctively clear, wisely profound, emotionally powerful, and widely recognized; these traits together
are a manifestation of the organization’s collective sense
of identity. They play a prominent role in supporting
the most important behaviors.
And the critical informal leaders are those few authentic individuals who motivate others by what they
do and how they do it. They are recognized by their
colleagues as credible, trustworthy, and effective—and
they know how to influence behavior.
In our experience, a sharp focus on the critical few
reduces complexity and begets more positive, informal,
and lasting cultural impact on performance—and it
does so much faster than top-down messaging and for-
strategy+business issue 74
Jon Katzenbach
jon.katzenbach@booz.com
is a senior executive advisor
with Booz & Company based
in New York, and co-leads the
firm’s Katzenbach Center.
He is the coauthor, with Zia
Khan, of Leading Outside the
Lines: How to Mobilize the
(in)Formal Organization,
Energize Your Team, and Get
Better Results (Jossey-Bass,
2010).
5. Top-down messaging alone—
no matter how compelling and
inspiring—seldom produces
a lasting effect on how we feel
about what we do.
will see just how interwoven the elements of the critical
few are.
As you set out to find and prioritize those critical
behaviors that are going to make the biggest difference in performance, it might be tempting to address
the ones that are holding you back, meaning those you
most want to change or eliminate. You’ll be tempted to
take on the biggest pain point, the behavioral elephant
in the room—be it a lack of innovation, people not giving honest feedback to colleagues, or employees resisting collaboration with people outside their own teams.
Instead, take stock of the positive aspects of your
current culture and consider which elements could be
harnessed to drive the behaviors you seek most. At the
same time, ask yourself:
• ow visible would these behaviors be if a senior
H
executive or an authentic informal leader started
exhibiting them? (Would others throughout the
organization see and recognize the change?)
• ill these behaviors be contagious enough to be
W
spread through social networks and peer relationships? (Will key people begin to envy and emulate
them?)
• hat potential do the behaviors have to create
W
real, measurable business impact? (Can you find
ways to measure and track the impact early on?)
Identify the Critical Behaviors
At the start of Southwest’s entrepreneurial journey,
cofounder Herb Kelleher and his top team were determined to sustain a culture based on a few very simple,
coherent behaviors that aligned with their low-cost route
strategy: (1) cultivate collaborative and fun interactions
across the company; (2) make every traveler feel good
and enjoy personal interactions with Southwest people;
Pinpointing a few critical behaviors is priority number
one. Once the behaviors that embody the cultural priorities that a company seeks are identified, clarified, and
supported widely, you can focus on harnessing them
to strengthen and modify the existing culture. But
even while we focus first on the critical behaviors, you
feature organizations people
features title of the article
mal programmatic attempts. This approach takes into
account the emotional dimension of human behavior.
Most people instinctively resist change, particularly
when it is thrust upon them in large doses, because it
feels different and complex, and makes them uncomfortable. Top-down messaging alone—no matter how
compelling and inspiring—seldom produces a lasting
effect on how we feel about what we do.
Individuals are simultaneously emotional and rational, so how we feel about something often gets in the
way of how we think about it. This is particularly the
case when human beings are confronted with complexity. When it comes to changing something important
about what we do and how we do it, we crave simplicity
so we can navigate the fear of the new and unknown—
and it really helps when we can look to peers and colleagues for insight, support, and encouragement, if not
positive personal experience. When people we trust and
admire clearly model and encourage a few key behaviors, those behaviors spread much more quickly, and
they stick.
If you don’t have your culture firmly established, a
taco party or a hokey won’t get you there. But if you get
these three critical elements in sync, your culture’s positive impact will be felt on the bottom line much sooner
than you might expect.
4
6. Four Signs That
Your Critical Few
Behaviors Are
Working
T
emotional commitment to the work
ter most for performance, higher
that matters most.
degrees of emotional commitment to
2. Your culture guides down-
what the organization is focused on, a
the-line decision making. If you have
more rigorous pursuit of continuous
a strong culture, you don’t need to
improvement, and greater resilience
have prescribed policies for every
in downturns.
permutation of a situation. Employ-
4. Behaviors in normal times
ees can rely on cultural influences
emulate positive behaviors dur-
o sustain a true competitive
to help determine what they should
ing crisis situations. We often hear
edge, your culture should ac-
do—they will act with speed, and
executives praise the collaborative,
celerate business performance. This
they’ll take initiative. You simply do
selfless, and energetic behaviors
is the ultimate goal of the critical few.
not need all those formal sign-offs
of their people during a crisis—and
Four indicators can reveal that your
when you have the right kind of
lament the fact that they don’t see
culture is boosting the business.
cultural support. When nobody is
more of those kinds of interactions
there to give the approval, the culture
normally. This difference is in large
guides the individual in how to act.
part explainable by the activation of
1. Your culture taps into the
waiting reserves of energy within
3. Your culture builds endur-
cultural forces that occurs during
ing execution capability. Over time,
a crisis. When you are focused on
mance outcomes, and employees buy
critical behaviors are repeated; as
activating those forces all the time,
into it, people start reinforcing one
they turn into habits, people become
you get that “special” level of perfor-
another informally. Simply put, they
faster and better at executing. You
mance all the time.
increasingly help one another feel
see evidence of greater customer
good about what they need to do. As
loyalty, higher levels of the kinds of
a result, you gain a greater level of
employee engagement that mat-
(3) follow through on every traveler concern, and tell it
like it is when the unexpected occurs; and (4) do it all
on the cheap.
Kelleher’s simple strategy and operating model for
Southwest Airlines was tightly connected with what
soon became a remarkably instinctive culture. It has
energized caring behaviors among employees, delighted target customers, and rewarded early shareholders.
Kelleher believed (and his successors still maintain) that
how you treat your employees determines how they treat
customers—and happy customers are what will sustain
attractive shareholder returns over time. Southwest
flipped the hierarchy that most organizations follow—
i.e., shareholders first, customers second, and employees
last. Although the culture continues to evolve over time,
it remains closely aligned with this simple formula.
Shaping a corporate culture is much easier to do
when an enterprise is starting out small, as when Kelleher laid the cultural groundwork at Southwest. But
no matter the organization’s size or level of maturity,
shaping culture takes insight, persistence, and courage
from leaders at multiple levels, especially when they
are expecting culture to drive growth. It helps if leaders’ cultural intent is both simple and behaviorally clear,
as Kelleher’s has been: Hire people who are naturally
friendly and fun, make sure they learn how to connect
in positive ways with customers, and discipline them
to be relentlessly frugal. In retrospect, these have been
the critical few behaviors that have produced the lowest
fares and among the most satisfied and loyal customers
in the U.S. airline industry for nearly 40 years.
Honor the Existing Culture
Your organization may have many admirable cultural
traits, but you need to focus on those three or four traits
that are distinctively clear, wisely profound, emotionally powerful, and widely recognized. If you go mining for more, not only will you hit rapidly diminishing
returns, but you will also make even the strongest traits
seem somehow tenuous, and the entire process will lose
credibility.
It is a leader’s responsibility to determine the existing cultural traits that the organization will preserve
and build upon. At one industrial manufacturer, the
strategy+business issue 74
feature organizations people
5
lots of people. If you have a culture
focused on a certain set of perfor-
7. cycle. Addressing these issues will help you home in on
the cultural traits that are most important for your organization to pay attention to now.
Focus on the Critical Informal Leaders
You’ve picked the behaviors you need to change or energize. You understand which facets of your existing culture can help spread the new behaviors you are seeking.
Now, focus your efforts on a critical few groups and specific people within the organization who can help bring
this transformation about and make it last.
Since culture is the self-sustaining pattern of behaving, thinking, believing, and feeling in a given population, you are simply not going to change very much
about it very rapidly. You will be similarly frustrated if
you try to start with the people who most ardently object to what you’re trying to achieve. Instead, be laserfocused and pick the corners of your organization where
there is both a need and a willingness to grapple with
culture and where a spreading of your critical few behaviors could translate into real business impact. You
are looking for a manager and team who “get it,” “need
it,” and “want it.”
Next, within that team, enlist some “special forces”
you can work with—people who are recognized by their
colleagues as credible, informal leaders and who exemplify one or more of your critical few behaviors. These
are people who have already cracked the code—they
know how to effectively translate your critical few behaviors into specific actions within the company’s current culture and operating model. In many cases, these
individuals are instinctive motivators (we call them
“pride builders”). In other cases, they are the hubs of
useful informal networks and natural connectors across
feature organizations people
features title of the article
CEO enlisted a senior culture team to help him catalyze
key existing traits similar to those many aspire to: speed,
sensible risk, accountability, and customer-centricity. In
another example, for a leading energy company in the
U.S., unveiling significant traits—which the company
termed “performance imperatives”—was a process of
broader management team discussion and discovery.
The performance imperatives were resourceful execution, enterprise-wide perspective, active accountability,
and people development.
Almost every organization has a few key cultural
traits that are distinctively positive. Whether these elements are displayed on posters in the corridors or etched
on desk ornaments—or not visibly celebrated at all—
they are an integral part of the company’s true cultural
situation. Properly recognized and drawn upon, they
provide the workforce a sense of pride and purpose.
But even after the priority traits have been declared,
senior leaders can’t expect them to immediately inspire
the right behaviors, in the right way, at the right time.
When employees hear about the traits, they need to be
able to recognize and personalize them. The traits need
to feel specific to the real world people work in every
day. Getting to this point is a process.
Begin by prioritizing your existing cultural traits on
the basis of relevance, importance, and urgency. In addition, it is essential to shape, validate, and refine them
using the insights and reflections of informal leaders in
key populations. These individuals are often found on
or close to the front line, and they have a strong and
genuine connection with other employees. Use this
combined leadership wisdom to decide what you want
to accomplish most urgently, and carefully consider
what makes sense at this stage of your company’s life
6
8. feature organizations people
7
parts of the formal organization. The insights and special skills they possess enable them to get things done in
ways that most in the regular forces can’t.
And here comes another big difference between
the critical few approach and traditional change management: You’re not going to use these people as
ambassadors or change agents to carry your message,
or to train others in planned programs, or to report
on implementation milestones. Rather, you’re going to
learn from them—what they do differently that appeals
to their co-workers on an emotional level, what works,
what doesn’t—and then work with them to codesign a
specific set of tools that will encourage others to follow
their lead.
These individuals have an emotional energy that
you will see once you’ve tapped into it. Spend time talking with them and learning what energizes and motivates them. Pride builders and connectors are constructive. They don’t focus on the downside; they naturally
seek collaborative ways to enable improvement.
Our work with an industrial manufacturing company recovering from severe financial distress from the
recession provides a good example. As we noted earlier,
the CEO had set four top cultural priorities: speed, sensible risk, accountability, and customer-centricity. He
recruited a senior culture team and tasked its members
with learning more about how these priorities were already being manifested in different parts of the company. To that end, they identified and spent time with
small groups of people—informal leaders who were
among the most respected by their colleagues. To identify these individuals, they drew on official sources like
HR records and annual reviews, but they relied more
heavily on their own experience and judgment—as well
as on the judgment and experience of insightful colleagues around the complex organization. They were
seeking authentic informal leaders (the best of whom
are well known in most organizations, although seldom
well utilized) who exemplified through their behaviors
the cultural traits the CEO had set as priorities. Senior
team members continually cross-checked their initial
judgments with others who had worked with and knew
the candidates personally. They also collected stories
and anecdotes that demonstrated behaviors that the
informal leaders themselves were sometimes not even
conscious of doing because they had become habits.
Indeed, these behaviors often proved critical in moving
the company’s strategic priorities forward.
The senior culture team eventually identified and
assembled informal leaders across North America whose
behavior the company wanted to see more of, and enlisted their help in spreading their cultural and behavioral
insights across the organization. These informal leaders
were provided with a “safe space” to talk frankly about
the issues they saw and how they were being addressed
them. The senior culture team often brought other
C-level leaders as well as the CEO into those gatherings. Senior leaders were advised beforehand that when
in these gatherings, they were not to behave as “the
boss.” Their role was to listen and learn, and when they
did that well, it broke the conversation wide open.
The CEO and other senior leaders were able to get
a ground-level authentic view of the day-to-day challenges that stood in the way of achieving their cultural
and behavioral priorities. Their senior presence, in turn,
energized the frontline individuals who had previously
seen some of their leaders, and certainly their CEO, only
on TV. As the initial groups of informal leaders gained
strategy+business issue 74
Enlist some “special forces”—
credible leaders who know
how to translate your critical
few behaviors into specific
actions within the company’s
current culture.
9. Second Those Emotions
As you work to put the critical few into practice in
your own organization, remember to focus on integrating emotional support. It is particularly important to
avoid the trap of relying too heavily on conventional
approaches to culture change and change management:
programmatic consistency, process rigor, engagement
tracking, and so on. Neither should you get too caught
up in focusing on rational arguments and shared values, relying on hierarchical channels, and motivating
through “stretch targets.”
These approaches are seductive simply because they
work well in addressing noncultural challenges. But
when applied directly to culture, they overlook the kind
of emotional commitment on which lasting cultural
impact is based.
Resist these traps and focus on the critical few behaviors—with all their innate emotional power—that
can have the greatest impact on your business (see “Four
Signs That Your Critical Few Behaviors Are Working,”
page 5). Find the individuals in your organization who
are already influencing and living them—their enthusiasm and leadership among their peers will be easy to
spot—and preserve those elements of your culture that
drive the business forward. +
Reprint No. 00237
feature organizations people
confidence and visibility, the company was able to take
advantage of their ideas and their energy throughout
the organization—and they replicated the process by
identifying more informal leaders and convening more
information discussions in different critical populations
in North America. The senior culture team also took
advantage of electronic networking opportunities where
peers and colleagues could share experiences and stories
of “behavior successes” with one another online. The
result: a viral movement that accelerated and became
an emotional complement to programmatic efforts that
enabled a swift and lasting financial recovery.
It is no secret that we take a great many of our behavioral cues from the people around us; “how we do
things around here” means more than impersonal directives from on high. This social proof of what we do
can be compelling and long lasting.
Resources
DeAnne Aguirre, Rutger von Post, and Micah Alpern, “Culture’s Role
in Enabling Organizational Change,” Booz Company, Nov. 2013:
Results and insights from the Katzenbach Center’s 2013 Culture and
Change Management Survey.
George C. Halvorson, “The Culture to Cultivate,” Harvard Business
Review, July 2013: The CEO of Kaiser Permanente writes that instilling a
foundational culture of continuous improvement is the only way to unify
an organization as large and diverse as his.
Jon R. Katzenbach and Adam Michaels, “Life in the Matrix,” s+b,
Autumn 2013: Essential analysis of the major cultural shift required as
companies evolve away from traditional hierarchies.
Chuck Lucier, “Herb Kelleher: The Thought Leader Interview,”
s+b, Summer 2004: The cofounder of Southwest Airlines discusses his
company’s people-centered culture.
The Katzenbach Center at Booz Company website, booz.com/global/
home/what-we-think/katzenbach_center: Ongoing source of research
and insight on culture change theories and methods.
For more thought leadership on this topic, see the s+b website at:
strategy-business.com/organizations_and_people.
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