When I woke this morning, I laid in bed for a moment realizing the quieter start of our days and thought through the agenda for the hours ahead. I took a moment to figure out what day it was, marveling at the perception of time. Days are flying by, yet it feels like we’re standing still.
I was struck by a thought I had, and that it was the exact same thought I had the day before, and the day before that. It’s a thought that comes to me with such clarity, such simplicity, and urgently. “This is so weird.”
We will be going through our day without leaving the house (except to take another walk around the block ), without interacting with other people (except for our neighbors from an awkward distance across the sidewalk), and without physically connecting with our friends and family outside of our home. Now, more than ever, I am grateful for technology and video conferencing.
I wonder, when will I wake and say, ‘this is normal.’ Or not have any thought or judgment of the day at all. And what I’m learning is that it isn’t without the other experiences that I’m able to truly observe my current reality.
Without a sense of normalcy, I wouldn’t be able to see this current reality as weird. As I reflect on the changes and differences and losses of today, I can see more clearly all the things that I perceived as normal. Read More…
A lot has changed since the topic of organizational culture popped onto the collective radar in the 1980s as a way to drive organizational performance. In this episode, we talk with Dr. Daniel Denison about how globalization and technological innovation has created new challenges, and opportunities, when it comes to culture. Dan discusses the critical dynamics of culture in global organizations and practically, how habits and routines can be at the heart of culture change. Dan expands on these thoughts in his book titled “Leading Culture Change in Global Organizations: Aligning Culture and Strategy.”
Released: April 9, 2020
Show notes: Dan refers to a book about how habits can change culture titled Tiny Habits by BJ Fogg.
The World Health Organization has declared the COVID-19 outbreak an official pandemic. Subsequently, the U.S. stock market looks like a more epic roller-coaster than Space Mountain, Americans are making a run on toilet paper, and citizens are beginning to feel the pressure of cancellations of a wide variety of gatherings. While the situation is certainly dynamic and messaging around the situation seems to be constantly evolving, many business owners are coming to grips with a world of work that spans from mildly inconvenient to completely debilitating.
Businesses that rely on in-person customer purchases (restaurants, sports venues, concert halls, etc.) and their employees, many of whom do not have the benefit of being paid when they are not working, seem to be facing what could be a cataclysmic fate made worse by the fact that many large U.S. employers are forcing employees to work from home. Thankfully, my own two companies largely utilize remote work models so my teams are well-versed in working out of their homes. In situations like we face currently, I realize that we are the fortunate ones and that there are some lessons we have become accustomed to that may be of value to those of you who are struggling to adapt to a new, remote way of working together. Read More…
In a world where longstanding business models are being disrupted (many at the hand of a staggering rate of technological advances), you won’t get ten paces without hearing terms like agility and resilience being thrown around. This dynamic has seen the rise of brands like Amazon/Whole Foods, Netflix, and Uber as well as the demise of others like Kodak who failed to see and respond quickly enough to changes in the market. If you’re reading this and thinking that this isn’t something that applies to you, you’re sadly mistaken. Even historically stable industries are being disrupted in ways that require the ability to adapt and transform in order to thrive.
The belief that organizations must master the ability to innovate and drive new products and services to market in order to beat out the competition has contributed to the focus on agility as a critical success factor. These organizations must “fail fast”, quickly learn from mistakes, and adapt to changing market conditions in order to outperform their competitors in the long-term.
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.
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.
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…
What does it take to deliver on the promise of transformation? In the face of high-velocity change, communication is everything. Things are moving so quickly, people don’t know what story they’re in anymore. It’s why they need a compelling narrative that answers who we are, what we do, who we serve, and why it matters. This narrative needs to be embedded across the entire organization. Clear messaging produces org-wide alignment: shoulder to shoulder, heart to heart, metric to metric. The best practices below have been mined from over 15 years of experience in helping leaders successfully create sustained transformation.
1.) CONVEY AN INSPIRED FUTURE
Why It Matters: OKRs are powerful, yet they rarely convey the vision. A vision needs to be aspirational, emotional and functional—beyond just financial growth and moving the metrics. Why should we be excited about what we can create together? Your vision needs to demonstrate faith in the future.
Where & When?
Keystone videos & collateral
2.) STAY DISCIPLINED
Why It Matters: Transformation doesn’t happen by just “winging it”. You need catchy, repeatable keywords and slogans. Develop memorable frameworks, mental models, and taglines that can be repeated on a frequent basis. That message has to be personalized by every leader for believability.
Anyone who has ever attempted to lead change in an organization, regardless of its size and complexity, will attest that it’s not for the faint of heart. One simple attestation to this is the countless number of books and articles written on the topic.
While organizational change can be difficult, regardless of the circumstances, it can be particularly challenging to create change in organizations that have long-standing histories and deeply embedded cultural norms, beliefs, and assumptions. Organizations that are solidly grounded in legacy and that place significant value on an enviable history oftentimes have the most difficulty creating change. This is especially true when these organizations are attempting to create transformative change (completely disruptive) as opposed to evolutionary change (small slices of change over time).
As Winston Churchill once proclaimed, “History is written by the victors.” While this sentiment may hold a bit less weight in today’s society where even the “losers” can shape the collective narrative with the help of things like the internet, the “winners” do tend to hold quite a bit of power over shaping how future generations interpret the events of the past.
One way to shape peoples’ interpretation of the past is to remove and replace the physical artifacts of a people. The statues, monuments, images, the schoolbooks and stories that do not align with the version of history that you wish to promote. Read More…