Culture Change is a Complex Process
Make sense of it with actionable advice from experts on the front lines.
Make sense of it with actionable advice from experts on the front lines.
My nephew attended Basic Training with the U.S. Army. The day he walked into the processing center, the drill instructors confiscated and safely secured his cell phone. They offered no Internet or email access. Sounds a bit anachronistic, doesn’t it?
In a word: No.
The U.S. Army still realizes the power of other forms of communication, including the hand-written letter or note. It might be time for the business world to remember what the Army has never forgotten.
Consider this. My nephew worked long and difficult hours, associating with other soldiers who just weeks previously had been strangers from diverse backgrounds around the United States. The goal of the Army is to instill discipline and knowledge to their new recruits, yes, but it is about something much more important. It is about creating a primary group of human beings who work to understand each other and grow as a community that is mutually supportive and ready to assist in even the most dangerous situations. If the business community was this focused on creation of a primary group, how different might things be?
As the war for talent rages across the land with no end in sight and as competition in the market continues to bubble over at a fervent pace, many business leaders are finding that they must cast an ever widening net to succeed in securing the right people. Data from the updated Global Workforce Analytics study in June of 2017 on telecommuting found that people spend approximately 50-60% of their time away from their desks anyway and the many task are more conducive to solitude than collaboration. Read More…
So many of us (consultants, leaders, individual contributors) are trying to “help” in our organizations. Helping may take on many forms. It may look like a new initiative, advice for a colleague, a technology update, or an entirely new strategic direction – all done in the name of making things better. I’m here to tell you that your approach is (probably) missing something.
Quick show of hands if you’ve ever heard this in an off-site, Planning or Strategy meeting.
“We want to be the Apple of X”
“Can you give me a NIKE-style version of Y?”
The reference point is always the latest envogue organization, talked-about creative piece or Fast Company magazine article.
For a while the catch-phrase was “We’re the UBER of Z” but considering the recent departure of UBER’s CFO and their VP of Global Vehicle Programs, as well as a raft of scandals, the bloom has come off that particular corporate rose quite significantly.
By Katie Burke
Last year, HubSpot’s Culture Code went viral. The SlideShare, created by our CTO and co-founder Dharmesh Shah, inspired comments and compliments from partners, customers, industry experts, and competitors alike. The deck itself is remarkable, but to me what’s more important than the document is the degree to which we practice what we preach.
At the end of the day, a company’s culture isn’t about ping-pong tables, free snacks or perks. It’s about collective expectations for how you hire, fire, and work on a daily basis. People talk a lot about business plans as it relates to your P&L, cash flows, and strategy to beat your competitors, but invest very little time and energy into codified how they actually run and manage the business on a daily basis.
Businesses who ignore their company’s culture do so at their peril. In a recent study of 15,000 millennials, “people and culture fit” far outpaced any other option as their top consideration for employment. You can give out all the t-shirts and swag you want, but the next generation of world-class talent is cognizant of the fact that they’ll spend years of their lives at work.
By Ari Rabban
The biggest brands in the world become what they are with the help of one elusive ingredient: customer loyalty. In a world over-saturated with scattershot marketing messages, successful companies take the time to truly get to know their customers — their motivations, fears, ideas, and priorities — and tackle customer service with relentless dedication.
If you’re an entrepreneur, this is good news and bad news.
The bad news? You’re likely competing against established brands that have worked for years — or even decades — to build loyalty among customers.
The good news? You can make customer-service commitment part of your company’s mission early on and be hyper-focused on giving a smaller number of customers the best experiences possible.
If you commit to offering better customer service than your competitors, then your customers are far more likely to tolerate growing pains and stick with you as you scale. This is why developing a customer service culture should be a table stakes commitment for all startups.
A survey on women in finance conducted by Financial News revealed that the fight against gender imbalance in the workplace is growing stronger, but familiar obstacles and issues remain. When women still think gender discrimination exists in the workplace and so many report having personally experienced discrimination, it’s evident that businesses need to work toward establishing and maintaining workplace equality. Furthermore, businesses need to portray the existence of that equality to female employees.
Many women find the discrimination becomes worse as they age and progress in their careers, and it is an often cited complaint, but how prevalent is it? In a poll of 2,000 female employees conducted by Investors in People:
Furthermore, over 60 percent of the Financial News respondents said they have suffered some form of gender discrimination by the time they put 15 years into the workforce. Since these women are experienced and considered valuable employees, encourage female staff –especially these women – to discuss discrimination and find ways to make sure the company doesn’t does not discriminate.
Only four percent of female employees think being female makes it easier to succeed. Likewise, 61 percent of women think they must work harder than male counterparts to be viewed at the same level of achievement by supervisors. To ensure this isn’t happening, companies must demonstrate that they’re measuring performance consistently and fairly by setting clear goals and measures for all positions, providing feedback, and conducting progress reviews throughout projects and quarters. They should also recognize and reward good performances while addressing and improving poor performances.
An astounding 90 percent of women want the government to force companies to conduct equal pay audits, demonstrating women are genuinely concerned about the inequality of pay between men and women. Businesses need to handle pay inequality concerns. If you think your company truly has equal pay, you should still take care of the perception of pay inequality. Generally, basic pay isn’t the concern; rather, the concern is performance-related pay.
Have transparency about how you determine someone’s pay. One company’s HR department reviews the compensation of one-third of its positions relative to national and local markets each year. They then make the average pay equal to the 50th percentile of the broad market, and the results are shared with all departments. The company also looks closely at each individual position to determine if the person’s proficiency and skill level should result in a higher pay than the 50th percentile. Now that you’ve seen the cold hard facts and some examples of ways to change your business culture, is there anything else you can do?
Women face challenges in the workplace that men may not face. Only 13 percent of women think having a successful career with a family is possible. Although men can also feel this burden, women are more likely to feel stressed by trying to balance work life and family life. To help ease this stress, be flexible with the work/family balance by:
Women should feel encouraged and confident to either begin a job or return to their job when maternity leave ends, as well as maintain momentum in their careers, even if they take maternity leave. There is always pressure to succeed, but the pressure seems to be intensified when it involves women juggling work, family, and personal matters. In order to have a successful career in the long term, keeping momentum is imperative, which requires support from the business. It’s time to put an end to the stigma that women, including working mothers, have something to prove.
Although women-only networking events seem like a good idea, they should be avoided. Women want equality, not special treatment. While you can hold events that discuss and debate inequality issues, make them open to men and women. Having a balance of men and women at the top level of a company is important, but women should be fairly represented throughout a company. According to Financial News, businesses should establish “annual targets for recruiting and promoting women at all levels, from graduate trainees to vice-presidents to board executives.”
Although we’d like to believe workplace inequality is a thing of the past, it still exists. Businesses can do a lot to address inequality, as well as establish and maintain workplace equality. In doing so, you’re creating a healthy, diverse, respectful, and socially responsible culture for everyone – men and women alike.
Ms. Morris is a life and career coach who strives to help others live the best lives that they can. She believes she can relate to clients who feel run over by life because of her own experiences. She spent years in an unfulfilling career in finance before deciding to help people in other ways.
Photo Credit: Stocksnap, Pixabay
We often talk about organizational change like inertia. We assume that the plans we put into motion will continue in motion unless they’re otherwise affected by some outside force.
But the truth is, organizational change is more akin to entropy. Even without the influence of outside forces, our processes tend to move toward disorder unless they’re continually and actively managed.
Change is a constant, unrelenting force that we as leaders must navigate every day. So how do we make sure we’re positioning ourselves and our teams to operate in such conditions?
When I moved to the U.S., I started working at the community college library in Santa Fe, NM.
Some students only came to the library to see me, because a new foreign person was working there. I felt so special that they wanted to talk to me and ask for my opinion. As some students told me, it was interesting for them to get a fresh, diverse perspective and to learn more about me.
Coming from Moscow, which has a population of more than 12 million people, I was not used to a lot of attention for being “different.” But in Santa Fe, my diversity of thought set me apart.
Diversity of thought, also known as cognitive diversity, refers to the notion that each of us is unique; that we are raised and brought up differently, and we have different personal and professional experiences which influence how we think and interpret information. And this acknowledgement has become a core part of many companies’ efforts to drive innovation in their organizations and industries.
Diversity of thought has been found to be helpful to:
While cognitive diversity is “defined as differences in perspectives or information processing styles” and is less visible than racial or cultural diversity, it shouldn’t be ignored. Recent research by Alison Reynolds and David Lewis found a significant correlation between cognitive diversity and high performance. They have run the execution exercise more than 100 times over the last 12 years with groups comprised of senior executives, MBA students, general managers, scientists, teachers and teenagers. In their research, teams with greater cognitive diversity performed faster, irrespective to their gender, ethnicity and age.
There are a number of different ways that leaders can increase diversity of thought in their organizations. Some of these include:
Hiring outside of the box
Once not known as a place that promoted a diverse talent, Silicon Valley is now thinking ahead by embracing neurodiversity. Many people with autism and/or dyslexia have higher than average abilities and can “bestow special skills in pattern recognition, memory, or mathematics.” Everyone to some extent is differently abled, we are all born and raised differently. Our ways of thinking result from both our inherent “machinery” and the experiences that have “programmed” us. Companies like SAP, Hewlett Packard, IBM, UBS and others are starting to adjust their policies to meet a broader pool of neurodiverse talent. Hiring diverse talent creates a major shift, and leaders are trying to adopt a new style of management or provide accommodations to cater to their needs.
Managing differently by facilitating open dialogues, creating a safe environment and assessing your employees:
Brainstorming: To diversify our thinking, consider using the six hat exercise which has been an effective way to approach a problem.
White Hat Thinking: Focus on the data available.
Red Hat Thinking: Look at problems using reaction, and emotion.
Black Hat Thinking: Look at all the bad points of the decision. Look at it cautiously and defensively.
Yellow Hat Thinking: This is the optimistic viewpoint that helps you to see all the benefits of the decision and the value in it.
Green Hat Thinking: This is where you can develop creative solutions to a problem. It is a freewheeling way of thinking, in which there is little criticism of ideas.
Blue Hat Thinking: ‘Blue Hat Thinking’ represents process control. Mostly used when there is at least one other leader involved in the decision making process to determine when you need to “put on another hat.”
In The Medici Effect, Frans Johansson suggests breaking barriers to create innovation by learning a new field, breaking out of your network and reversing your assumptions. But, as illustrated in my personal example, even small changes can make a big difference. By adding socially diverse people to a group, people learn from different perspectives and experiences.
To increase a diversity of thought in organizations, leaders need to keep asking questions and challenge what’s in front of them, whether it is their talent, management style, or approach to a problem. That way they could see an opportunity where others won’t to stay ahead of the competition and to keep an inclusive workplace.
Since 9-11, there have been 156 terrorist attacks on U.S. soil, according to data from newamerica.org. And though our country is safer today due to enhanced security measures, new threats arise every day.
Rapidly evolving technology only underscores this critical need to stay ahead of the curve. Gartner estimates cyber security spending will top $113 billion by 2020, and that number will continue to climb.
But, ‘staying ahead of the curve’ is a big challenge when dealing with safety and security in an unpredictable environment. And few people understand this better than Mike O’Neil, a 22- year veteran of the New York City Police Department and the first Commanding Officer of the NYPD Counterterrorism Division.