Author: gothamCulture

Taking Command – Your Turn at the Helm

By gothamCulture
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Every leader experiences that first adrenalin rush – tinged with a bit of uncertainty – when we first take command of a department, a company, or a military unit.

Part of the mixed emotions we experience can be linked to the very real feeling that we have finally achieved a career ambition – we are in command – or, as the Navy calls it, we have taken the helm.  And when we take the helm it is our job to make it our own, using our experience, knowledge, and leadership capabilities to the utmost for the benefit of our team members and our organization.

In speaking with clients new to leadership, they often open up about what they are experiencing, feeling constraints they might not have anticipated and freedom of choice that can sometimes be almost unnerving. Read More…

“Hold It Like a Feather”

By gothamCulture
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One of my favorite coaching mentors often said “hold it like a feather,” as he held his hand out and demonstrated the lightness he was describing.

He was teaching us that our questions as coaches can often land in ways we might not have imagined.  And that our job is to assure the client that we are purposely not giving extra “mass” or “gravitas” to our thoughts or questions and giving permission to the client to let the idea just float off like a feather.

With care and intention, it is relatively easy to give that type of permission to others.

It can be equally useful and perhaps even more powerful, though, if we as individuals make a choice and give permission to ourselves to do much the same– to hold the thoughts, ideas and questions of others “like a feather.”  In effect, to choose to give less weight to what others say or do.  Especially when working with a boss. Read More…

A Leader Can Build a Real Team

By gothamCulture
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A few weeks ago, I published a blog about “Finding My Solid Ground.”  The article struck a chord with my readers, many of whom followed up with questions and comments.

One person asked, “Do you have any ideas on how I, as a leader, can help establish solid ground for the members of my team?”  As I sat with the question, I replayed sessions with clients and conversations with colleagues where that very idea had been raised – indeed on how a leader can build a real team.

Contextually, of course, the most effective time and place to establish solid ground for your team is at the very beginning of your leadership journey with them.  “Well begun is half done,” is an aphorism to remember for any of us embarking on a new endeavor and most especially when we take on the mantle of leadership within an organization or business. Read More…

Podcast: Values and Organizational Justice at Work

By gothamCulture
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gothamCulture podcast

In this episode of the gothamCulture Podcast, Kate Gerasimova talks with Conrad Moore, Owner of Maius Learning, about values and organizational justice at work. They discuss the impact of values pushed down from top leadership to the workforce and whether those values are reflected in employees’ daily work and personal lives. They also talk about how to spot an alignment or a disconnect between the lived and existing values and things leaders can do to close that gap. Moore emphasizes the importance of having an ongoing, cross-organizational discussion around what it is like to work at the company and how it connects to daily work.

Moore defines organizational justice as feeling like you are treated fairly and are valued in the organization. He says that decision-making is a big part of organizational justice and warns that there could be trouble if decisions are made by leaders in a vacuum and are imposed on the organization without context. One suggestion to remedy this is to include individuals in the decision-making process early on, even when onboarding. Also, provide resources to employees to help them express their experience at work.

Released: September 3, 2021

 

How Do I Become a Servant Leader?

By gothamCulture
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I was fortunate to work on the senior team of an airline president who epitomized servant leadership.

If he was carrying a pen with the corporate logo on it and an employee complimented it, he gave it as a present. He would lend his car to those of us who commuted by subway when we needed to get around the New York City metro area. He was invariably the first in the office and usually the last to leave.

When we were at a company-sponsored event, he never ate until everyone had their food. And he absolutely never missed a company orientation for new hires. Perhaps the most telling thing about him was his lack of pretension in any situation. He helped to clean airplanes when we arrived at our destination, and I recall times when vans would pick us up and he would sit in the “way back” with the luggage because the vehicle was too full.

Most importantly, he was always “present” in the moment when he was talking with you. He wasn’t looking beyond you to see who might be walking by; he was engaged in you as a person and you never had any question that his focus and interest was on you. He modeled a behavior I always wanted to emulate and still do today.

Juxtapose that with another senior manager with whom I worked. While ostensibly a kind and decent man, his actions were virtually opposite that of the other leader I described. When you traveled with him on an airplane, you would sit down next to him and ask him about his family. He would quickly respond and briefly ask about yours.

Then he would open up the Wall Street Journal or New York Times and not speak with you for the duration of the flight. I did not feel he was fully “present,” and did not experience curiosity in him related to you as a person. When food was served at a meeting, he did not wait for the others in the room to eat first. And, in the midst of darkening economic storm clouds at the company, I can still distinctly remember him selecting a foreign luxury car as his company vehicle, as he disliked driving a domestic one.

Such actions can make or break a leader.

Can Executive Coaching change such behaviors? The answer is not easy, as so many of our actions are driven by our innate styles and beliefs. But it is likely that the second company manager never stopped to realize how others perceived him. He had such confidence in his own abilities that he may not have realized that the perceptions of others can damage a leader’s reputation.

Focused executive coaching can facilitate tools for awareness through 360 evaluations and confidential interviews with colleagues, thus educating clients about who how they are seen. The emperor was never told he had no clothes, and so it is with many executives, who rise to positions of prominence and, in their mind, well-deserved importance, without realizing that they need to stay grounded and never stop being servants to their people.

David Neeleman, the founder of JetBlue and himself a servant leader, often said regarding pilots, support staff and other “behind the scenes” people at the company, “We serve them, so they can serve our customers.” Neeleman understood that the essence of “Servant Leadership” is about service to everyone in our companies, and most especially those who pay our salaries by purchasing our goods and services.
A fundamental part of coaching is a relationship of trust between the client and coach, where you can learn about yourself through a number of tools and then to explore them in a confidential setting. Awareness of who you are and an understanding of how you want to change is a first step, followed by action planning and execution related to your own behaviors and style.

We can better change when we become curious about how others see us and seek data and perceptions about our own developmental opportunities. That’s a critical part of the value of coaching.

This article originally appeared on bostonexecutivecoaches.com.

Five Ways to Find My “Solid Ground”

By gothamCulture
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Mountains depicting solid ground

In the workplace and in life we sometimes enter a phase where we feel as if we are standing on uncertain ground. We become disoriented and struggle to find our balance in order to regain equilibrium.

Sometimes it can be a new job, or a promotion, or even a transfer. It can be a change in the team around us, or it can be the way others might view us, using a different lens for a new role we have taken on. Whatever the cause, each of us can experience it.

As a new vice president at a Fortune 50 company a number of years ago, I remember walking into each meeting with trepidation. I had been promoted ahead of a number of more senior people. As a result, at times I felt like an imposter, at other times as if I was being judged, and most often as if I was somehow out of my league. And each time an issue was raised I felt as if I had to have the answer and take ownership of anything my department touched.

Most importantly, I looked at the other vice presidents and more senior leaders with a mixture of amazement and, honestly, some disappointment, as I saw their efforts at navigating corporate mazes. Some would use “buzz” words which tended to set up smoke screens. Others would commit to an action and then change their story at the next meeting. The most adept open field runners would pivot (I even saw a few pirouettes!) in the middle of meetings as they saw which way the company “wind” was blowing. The drama and uncertainty I felt as I observed those things was palpable to me.

I was fortunate to work with a coach during my career who helped me learn more about myself and how to change how I approached such situations. I know that helps me serve my clients because each has experienced times when the “ground” under them seems to be uncertain.

Here are five perspectives to help you find solid ground again:

1. Perspective – As we get enmeshed in corporate life, we can sometimes begin to think that the company and its goals are the most important things in the world. They’re not. The actor Richard Burton once provided this perspective on his career, “Give it all you’ve got but never forget it’s just a bloody movie, that’s all it is. We’re not curing cancer.” Most of us from corporate life would do well to heed his words about our own endeavors.

2. Understanding – Look around the corporate boardroom table and don’t look at titles or the personas that might be displayed by the other leaders. Just look at them as fellow human travelers on a journey. They’re doing the best they can in the world and it doesn’t help to be overly impressed or at all judgmental about their behavior. Be curious about what they know and don’t worry about what they don’t. Be empathetic – you will learn from everyone that way.

3. Gratitude – “The struggle ends when gratitude begins,” is a quote by Louie Schwartzberg. Each day we have much to be thankful for. The job provides us monetary compensation and self-actualization. And yet there is so much more to appreciate in life. A wise person once said, “Remember these three priorities in life: First, take care of yourself so, second, you are able to take care of your family. And only then worry about your job.”

4. The Calm in the Center of the Storm – Find the calm in yourself and then pass it on to everyone! That doesn’t come from having all the answers – it has to do with being able to step out of the chaos and then attending to others, feeling comfortable with expressing your thoughts when necessary, listening a lot more than you talk, and continually exuding a calmness and kindness to others.

5. Prayer, Meditation, and Mindfulness – Every client with whom I work spends time in quiet reflection – some in prayer, others in meditation, and all in some sort of mindfulness exercise. Opening up to something outside of yourself is both humbling and energizing at the same time. We can never navigate this world alone.

Ship captains seldom get seasick. They aren’t special human beings. But they have a secret: They keep sight of the horizon, not the waves. That makes all the difference for them. The waves come and go, but the horizon – the long-term goals and who we are as people – that will always be there.

This article originally appeared on bostonexecutivecoaches.com. 

Expand Your DEIB Strategy With Supplier Diversity

By gothamCulture
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Supplier Diversity

At gothamCulture, we conduct bi-weekly internal meetings dedicated to discussions about Diversity, Equity, Inclusion, and Belonging (DEIB) and how to continuously embed them in our operations, services and work. One of our ongoing initiatives is to ensure the diversity of our network of partners and suppliers and the fair opportunities for them to be included across our projects and workstreams. In other words, we are actively working on achieving and maintaining supplier diversity; a key item of any DEIB strategy.

So what is supplier diversity?

Supplier diversity is a proactive effort to ensure that all potential suppliers have fair and equal opportunities to conduct business within an organization’s supply chain. Organizations that exert this effort create opportunities for inclusion of minority, underserved and underrepresented group-owned businesses such as ethnic minorities, immigrants, women, LGBTQ+ people, armed forces veterans, and people with a disability.

Why is it important to achieve supplier diversity?

Like every genuinely developed and implemented DEIB initiative, supplier diversity is critical for your people, your customers, your business and the bottom line, and the wider community.

People: Across the nation, people have vocalized their expectations around prioritizing DEIB in their organizations. In our own State of Culture 2021 study, we found that organizations performed better from a culture perspective when they openly and honestly discussed diversity and social justice issues. Moreover, the new generation of candidates value working for organizations that are actively investing in DEIB. Therefore, supplier diversity can impact employee satisfaction and in turn retention as well as widen your talent pool for recruitment. Read More…

Ten Steps to Improve the Signal to Noise Ratio in Your Life

By gothamCulture
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signal to noise

Did you ever stop to recognize that we are all bombarded with “noise,” be it in the form of sound or motion or the endless pressure of the workplace, robbing us of the time we need to collect our thoughts, take a deep breath, and perhaps even have the chance to innovate?

Working with busy clients, I find the new normal to be one of near-constant interruption and a resultant inability to spend time in reflection – and real deep thinking.  One executive, who was trained as an electrical engineer, put it simply: “The signal to noise ratio is unacceptable in today’s workplace.”

Signal to noise is technically the ratio of the strength of any signal carrying information to that of the interference that is present while trying to discern that signal.  While it is generally expressed in decibels, it has come to be used in any number of fields, including WiFi networks.  There are a significant library of equations describing it.

What my client referred to, however, was the ratio of useful information – the actual “signal” – we receive vs. the overload of “noise” that is endlessly transmitted our way. We effectively lose the “signal” due to the noise.

Our workplace has been transfigured in a little over thirty years.  In the late 1980s, an “in” box and “out” box sat on each desk and letters and reports were drafted by hand or on typewriters.  Back then, a phone call could interrupt us, but it was not forced upon us, especially if there was a savvy secretary sitting in the outer office running interference.

Fast forward to today, as emails pile up on our computer screens, chat boxes populate on top of them, and our personal devices hum with personal and professional texts.  Often, we use streaming music to try to drown out the cacophony.  And even then the inevitable mandatory video conference invitations (ironic that they are called invitations, isn’t it?  Perhaps “mandates” would be more appropriate).  Some clients lament that of 40 hours at work (virtual or in the office), all of those hours is scheduled in video or in-person sessions.

What can we do as leaders to mitigate the “noise” in our lives or at least take some initial steps?  The first step, of course, is awareness that there is an issue.  By naming it, we can begin addressing it.  It might serve leaders to consider the following list or to develop their own.  Try a few of these ideas – they have worked for many of our clients and can effectively help you hear the “signal” better and indeed reduce the “noise.”

  1. Reduce Multi-Tasking – Concede that “effective” multi-tasking is a non-sequitur.  It is actually a sort of rapid serial processing that robs us of focus and creativity and can indeed make us less productive
  2. Turn off your Email – Turn off your email for 2-3 hours each day.  When you open it up again, the emails will still be there.  And do your best to teach your colleagues that “reply all” might be the most pernicious crime committed in the workplace.
  3. Silence Your Devices– Set the ring to “silent” on your personal device – and then put it into a drawer if you can.  It won’t be afraid of the dark, believe me.
  4. Change the View – Change your vantage point in the office or home.  Switch from one room to the other, depending on the sun or your mood.  And spend some time just looking out the window!
  5. Cut Down on News– Stop listening or watching the news as much as possible.  A quick reading of two or three news feeds will keep you informed about news events.  And it will do it without arousing your emotions.
  6. Shorten Your Meetings – Do something innovative like set up 12-minute meetings!  Yes, today’s e-calendars can accommodate that – we just seem to default to 30-minute increments.  There isn’t anything magical about 30 or 60-minute meetings, but we do often succumb to Parkinson’s Law.  A shorter meeting is crisper and so often more productive.
  7. Challenge Invitations – And don’t be afraid to challenge the meeting “invite” list.  So often people get called together as the “usual suspects,” out of habit.  Asking “I’d be glad to come, but what do you think I can add?” can be a good jolt to old habit patterns by leaders.
  8. Question Agendas – So too with the agenda.  If it becomes evident prior to or even at the start of the meeting that there are no expected deliverables or outcomes, it can save everyone’s time if someone points that out and courageously suggests a cancellation or delay until we all know the “why” of a meeting and the establishment of an outcome-based agenda..
  9. Take a Coffee Break – Have a cup of coffee or tea – and just take the time to visualize the next few hours, the next day, and beyond. If you need to go outside or find a quiet nook, it’s well worth the time it takes to walk there.
  10. Disconnect and Enjoy Time with Your Loved Ones– Take time with your family and friends whenever you can. Create “device-free” zones, especially at dinner time. Be especially mindful of the times where your mind gets pulled away from loved ones and back to the office. Pausing and enjoying friendly conversation without distraction – that indeed is a signal that can recharge your batteries.

 

gothamCulture’s Summer Reading List

By gothamCulture
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Summer Reading List

Summer is officially in full swing, and for a lot of us, that means more time for reading. Sure you want to have a few easy and fun reads but it’s also nice to read thought-provoking books that continue to challenge you as you get through these warmer months. If you’re looking for a book that’s going to stick with you longer than your average beach read, the team at gothamCulture has compiled a list of stimulating and conversation-starting books that we’ve enjoyed.

A couple of months ago, Tim Bowden finished Humanocracy: Creating organizations as amazing as the people inside them by Gary Hamel and Michele Zanini. The authors highlight the massive costs of bureaucracy in organizations and offer a roadmap for creating organizations that replace complex, hierarchical chains of command with systems and structures based on trust and transparency. It’s a great read for anyone who wants to unlock the inherent creative capacities and unique talents of their organization to drive innovation and resilience.

Zad ElMakkaoui recently read Wherever You Go There You Are by Jon Kabat-Zinn which explains what mindfulness is and why it’s not reserved for Zen practitioners and Buddhist monks. It gives you simple ways to practice it in everyday life, both formally and informally while helping you avoid the obstacles on your way to a more aware self.

James O’Flaherty recommends Noise by Daniel Kahneman, Olivier Sibony, and Cass Sunstein. It shows the detrimental effects of noise in various fields like medicine, law, economic forecasting, strategy, performance reviews, personnel selection and outlines ways to reduce both noise and bias to make better decisions.

James also recommends Predictably Irrational by Dan Ariely. This book discusses how our irrational and misguided behaviors are not random or senseless, but rather systematic and predictable.

Kate Gerasimova recently finished How to Change, by Wharton professor Katy Milkman, which talks about how to help us make changes stick, whether it is a return to the office or setting up big goals for the year. The key is to enjoy it more and surround yourself with people who believe in you. The author suggests using more specificity when setting goals, and pairing them with an activity you enjoy. Like going to the gym and listening to a book you like. It is a great read to see and try some experiments in trying to change our daily habits or the way we live our lives for the better.

Andrea Bennett started reading Influence by Robert Cialdini which explores the science and practice of what factors cause one person to say yes to another person and which techniques most effectively use these factors to bring about such compliance. Backed by Dr. Cialdini’s 35 years of evidence-based, peer-reviewed scientific research—including a three-year field study on what leads people to change—Influence is a comprehensive guide to using these principles to move others in your direction.

gothamCulture and Global Organizational Culture Institute (GOCI) Releases 2021 State of Culture Report

By gothamCulture
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Press Release

July 7, 2021

New York, NY – gothamCulture and the Global Organizational Culture Institute (GOCI) released the first annual 2021 State of Culture Report on July 7, 2021.

The 2021 State of Culture Report is the culmination of a year of research on a global scale of 241 respondents across local, national, and global organizations. From this research, we extracted key insights into the aspects of organizational culture and climate that link to a variety of performance outcomes as well as the practices that drive results in the day-to-day.

Some key findings from the study include:

  • Having a common culture definition and leadership involvement in setting the definition can have a significantly positive impact on organizations’ performance.
  • It is valuable for organizations to invest in the appropriate assessment of culture in order to proactively shape it to meet the needs of their situation and achieve performance.
  • It is important for organizations to demonstrate serious consideration and thought when it comes to social justice issues as it significantly impacts their performance.

For more insights to read the entire 2021 State of Culture Report.

Stay up to date with future State of Culture surveys and reports.

About gothamCulture
gothamCulture is a management consulting firm that draws on our associate’s comprehensive expertise and experience in the areas of culture, leadership, and people strategy to provide innovative solutions and client-service excellence. Our work is guided by our deeply held shared values, including a commitment to each other and our clients, unwavering integrity, the maniacal pursuit of excellence, relatable expertise, and authentic community. For more information, visit www.gothamCulture.com.

About the Global Organizational Culture Institute (GOCI)
Founded in 2020, the Global Organizational Culture Institute (GOCI) is dedicated to conducting research on the topic of organizational culture in order to understand what factors drive performance outcomes. GOCI’s research serves as the foundation for the annual State of Culture Study and associated reports. Learn more at: www.globalstateofculturestudy.com