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.
By Shawn Parr, Guvner and CEO of Bulldog Drummond
When I misbehaved as a young lad, my mother was the one who almost always reprimanded me. After lecturing me on the rights and wrongs, she’d ask, “Did you do that on purpose, son?” and then hand out the punishment. My actions were almost always spontaneous episodes of teenage stupidity—not premeditated acts of dissent. While I was definitely a rebellious teenager, my mother’s inquisition always made me think about my actions, and to this day, “Are you doing that on purpose?” is a question I ask myself regularly about my impact on others.
Purpose and people are the new frontier.
For most businesses today, the most valuable asset they manage is their people—and employee engagement and satisfaction are strategic imperatives that every leadership team should understand. People who turn up to work each day and aren’t actively using their talents to pursue or connect to their purpose don’t operate at their full potential. People who find their reason for being, who uncover their purpose and connect with it passionately, become more engaged and significantly more effective at work and in life because of a clear sense of fulfillment. Helping your employees discover and define their purpose represents a significant opportunity to improve “people” engagement and, therefore, overall business performance.
Companies that find their purpose are no different when they define or rediscover their reason for being. Working closely with executive teams at large corporations to reposition and refresh their brands, we encounter many who ask for our guidance to explore and define their purpose. This is not just vision and mission work, it is deep strategic work that can impact every facet of a business, both inside and outside of a company. Read More…
I am a believer in the power of exploration. It is often in the seemingly random corners of life that we find opportunity, brilliance, and possibility. In an effort to open the door to possibility for myself, I spent some time with the producers and participants of Crowdsolve Seattle– a first-of-its-kind event bringing together law enforcement, a variety of experts, as well as several hundred “regular people” from around the world who share an interest in true crime and a passion to contribute in a meaningful way.
Designed and produced by the team at Red Seat Ventures,this event extends upon the team’s prior work producing CrimeCon, a variety of events throughout the year that attract flocks of true crime fans from around the globe. “CrowdSolve came mostly out of attendee feedback over our first three CrimeCon events. Fans told us they wanted to go much deeper into a single case file for the entire experience,” says Kevin Balfe, co-founder of Red Seat Ventures.
CrowdSolve uses a process known as crowdsourcing, an open collaboration process intended to help solve problems, has gained a great deal of popularity in the last decade. Application of crowdsourcing principles have been introduced to a wide variety of situations ranging from medical research, to navigation (think Waze), and even how you book travel accommodations through Airbnb. Crowdsourcing offers an opportunity to bring together large groups of diverse individuals to solve problems with the assumption that diverse groups bringing a variety of opinions and backgrounds can make higher quality decisions than a small group of “experts”. Read More…
As an organizational psychologist and a firm believer in continuous development, I have often found myself in the position of advising people on creative ways to keep learning throughout their careers. I have worked with clients seeking to become “learning organizations” – where individuals and teams are continuing to figure out what works through learning in order to outperform their competitors. Research, experiment, succeed, fail, learn, improve, repeat.
As someone who has dedicated his professional life to the topic of organizational culture, I realize that groups of people, over time and through collective experience, figure out what works and what doesn’t. Doing so allows them to begin to bake into their organization’s systems and processes methods for repeating successes and minimizing failures (or they cease to exist). Doing so allows members of these organizations to routinize processes and behaviors that lead to success so they can utilize their mental capacity on other things. Easy enough in theory.
The real challenge presents itself when the old ways of doing things that once yielded success stop working (or stop working as well as they once did). It is during these times that I often get people reaching out to me to help them figure out what to do in order to right the ship before things go too far afoul. In all of these situations, some common realities have bubbled up that are important to acknowledge.
Let’s face it- technology has our brains inundated with unprecedented amounts of information. As a result, we’ve developed countless platforms and pieces of technology infrastructure that keep us organized, efficient, and profitable. The advent of technology in the business world combined with its future potential makes this an exciting time for us all. Technology can rapidly access troves of data in seconds, enabling us to make decisions that are much more informed than those of yesteryear. However, we should think of these technological capabilities as tools to help us make more informed decisions, not as mechanisms to make decisions for us. Although this advice can be applied in several domains, it’s no more relevant than in the world of people analytics.
So what is “People analytics”?
People analytics, in layman’s terms, refers to the analytical method used to make decisions about human resources and human capital in an organization. People analytics informs HR strategy, hiring/downsizing efforts, and selecting the right candidates (to name a few). Fortunately, we’ve developed technological platforms that can assess and analyze certain variables to “predict” an employee’s success in his/her role. This can be done through simple correlation tables, more complex regression models, or even through advanced predictive modeling. Regardless of the method of analysis, organizations want to know they’re hiring the right person for the right role. They also want to know how to keep these people while understanding what contributes to longer tenure, or on the flip side – higher turnover.
I recently finished listening to the audiobook version of David Epstein’s Range, his 2019 counter punch to the drive for specialization, often represented by the 10,000 hour rule, as the best path for achieving future success. In his book, Epstein pushes back against the idea that deeper and deeper specialization is the best way to achieve success, especially in rapidly changing and unpredictably complex environments. “We are often taught that the more competitive and complicated the world gets, the more specialized we must get,” Epstein notes, but according to his research, given that most business environments today are not governed by standard rules and predictable patterns, maintaining a competitive edge will require organizations to hire or train generalists who are often more willing and better able to find solutions to novel challenges.
According to Deloitte’s 2019 Global Human Capital Trends, many business leaders see the trend towards needing more employees who are capable of taking on diverse and varied job tasks. According to the report, a vast majority of respondents expect that the increased adoption and use of technology will mean that jobs in the future are far more multi-disciplinary than they have been. And that as artificial intelligence, cognitive technologies, and robotic process automation take hold, there will be a trend towards “superjobs”, or jobs that combine parts of different traditional jobs into integrated roles – these jobs will span the hyper-specialized areas of expertise of many current workers. Read More…
Let’s face it: Millennials and Generation Z are taking over. They account for more of the talent pool every year and, as every organization should know, they are motivated differently than previous generations.
Unfortunately, many senior leaders in the business world don’t understand what younger team members value and how to get the most out of their younger professionals. This causes high turnover rates, more expensive employee retention efforts and less pro-organizational behavior. Some perceive the frequent job switching of Millennials and Gen-Zs as irrational or impulsive, but many times they simply lack leaders who can adequately motivate and challenge them.
Ironically, one of the world’s most rigidly bureaucratic organizations – the United States Military – discovered effective ways to motivate Gen Z. The US military is at the forefront of understanding younger generations because it hires, onboards and trains more than 150,000 young people from all over the country every year. Their leadership has helped maintain an unparalleled force of readiness and provides several lessons for civilian leaders of every organization.
Military leaders seek to understand their people, learn what they value and use their talents to accomplish missions. After briefly considering what makes Gen Z different, we’ll explore organizational and individual approaches the military uses to effectively motivate Gen Z and provide a few concrete examples that business leaders can emulate. Read More…
October 7, 2019, Washington D.C. – gothamCulture LLC announced the addition of Tim Bowden as a Partner in the firm’s Washington D.C. office. Bowden was formerly Partnership Advisor and Measurements Lead at the Stand Together Foundation in Arlington, VA.
“Expanding our government consulting practice on a national level is a strategic priority for the firm,” said Chris Cancialosi, Managing Partner and Founder of gothamCulture. “Tim brings an impressive array of skills as an organizational development professional, especially in the government space, to our team, and we are delighted that he’s joining us.”
Bowden focuses on providing data-driven, individual and organizational performance improvement solutions that put people first. He consults with clients to address critical organizational development and human capital challenges in the areas of Organizational Culture, Leadership & Workforce Development, Learning, and Performance Improvement.
His diverse experience includes developing leader development strategies to drafting policy and guidance documents for integrating human considerations into the design of complex military systems. Combining business unit leadership success with core technical expertise he delivers practical performance improvement solutions that have measurable impacts on organizational goals.
Bowden earned his MS in Industrial/Organizational Psychology at University of Central Florida and his BA in Psychology at Rollins College.
Tim Bowden | 321.438.8950 | firstname.lastname@example.org
I bought a disassembled propane grill one time. There were at least a thousand parts (well, maybe not that many) and the directions were about 20 pages long. I began a long, tedious process of following each step and carefully assembling every subcomponent.
About an hour into the assembly, the idea slowly dawned on me that something was missing: simplicity and common sense.
The factory technical writers might have thought they were helping the consumer build the grill, but they had focused so much on the minutiae of the assembly process that no one told me that there were only perhaps five or six basic steps. What I call a “Systems Complicator” had somehow infiltrated the factory and had written the instructions. They had focused on so many details and the “micro,” of the assembly that they never told me the “macro,” or what we all call the big picture.
They forgot good old Occam. Read More…
Ready or not, the customer experience (CX) game is on. No matter what size or industry you may play in, you are now competing based on the experience you provide to your customers. Government agencies, this applies to you as well. So, if you’re not thinking that customer experience is something that you need to be concerning yourself with, you may be digging your organization into a hole that you may not be able to climb out of.
Why has CX become such a fundamental component of brand success?
While certain brands that have understood the power of the customer experience for many years and have continued to refine their CX delivery in new and profitable ways, the notion that all organizations need to consider the experience that they provide to their customers as a competitive driver has really only become something of note over the last decade. One primary reason for this is due to the great leaps and continuous improvements that these CX leaders make to their customer experiences which continue to raise customer expectations.
Brands like Amazon, Apple, and even Uber Eats have provided customers with the ability to engage in experiences that are designed around their specific needs and wants- and they like it. As expectations around experiences evolve those brands that are unable to deliver will undoubtedly lose the affection of their customers. This reality creates the need for organizations in all sectors and industries and of all sizes to ask themselves what they are doing to both understand what their customers want and need and what steps are they taking to be able to evolve their experiences to deliver on those expectations. Read More…
The team at gothamCulture recently put their heads together to curate a list of book recommendations that will inspire your workplace culture and leadership development. Consider choosing one of these for your office book club. We hope you find these helpful!
The Culture Code: Daniel Coyle explores the question, “How is it that some groups add up to be greater than the sum of the parts, and others do not?” The book is based on research over a period of four years, looking at some of the best/most successful team cultures. The discussion is organized into a presentation of three skills known for generating high-performing groups: (1) Build safety, (2) Share vulnerability, and (3) Establish purpose.
Switch: How to Change Things When Change Is Hard: a book about how to change things when change is hard. It can be about you, a job, friends, or even family. Change is very difficult and hard to do without a little motivation. The book helps you to look at things in a different way than you had before. Seeing the good things about why you should change and why it was better before. Read More…