Org Culture

How Leaders Can Fight Impostor Syndrome

By gothamCulture
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Leading at the top of the organization is lonely. According to a recent study called by The School for CEOs, 93% of top leaders require intensive preparation to take over an organization. Technical skill gaps that a leader faces as they take on positions of greater responsibility, such as making decisions about organizational structure and managing various stakeholder groups, often times receive more attention than some of the emotional and psychological hurdles they face. Impostor syndrome, for example, a major phenomenon that many leaders experience as they navigate a more complex landscape often causes people feeling ill-equipped to do the job. This has real performance implications both at a personal level and for the organization.

Leaders that experience impostor syndrome generally feel like a fraud. Often times, the story that replays in their minds is that they are going to be “found out”. In fact they often attribute their success to other factors – “ I was in the right place at the right time” or “I ended up here because I got lucky”. It’s also common to see executives that suffer from impostor syndrome not taking credit for their accomplishments. And if they do, they are usually pretty convinced that they won’t be successful the second time around.

It turns out that execs with impostor syndrome, tend not be vulnerable and this lack of vulnerability inevitably leads to a lack of self-awareness and development . To overcome this, creating a peer support system that can become a trusted network of advisors and serve as a go-to resource can be helpful. Working with an executive coach to look at some of the underlying beliefs and assumptions that are driving certain behaviors and then creating strategies to overcome them can also be of tremendous value. So if you or someone you know is feeling like an impostor, it’s normal and there are things that can be done to address it.

Organizational Culture, Talent Management and Onboarding Across the Generational Divide

By gothamCulture
Published at In Category Blog Tags: ,

Recent articles such as “Silicon Valley’s Youth Problem” and “The Brutal Ageism of Tech” highlight and reinforce the importance of adhering to some crucial tenets when thinking about organizational culture and onboarding across the generational divide.

1. Your organization’s culture will impact what kind of talent you attract.

Policies for employees are a critical part of your organizational culture, or “the way we do things around here.” For example, guidelines like a minimum vacation allowance rather than a maximum limit, the frequency and energy at organizational happy hours, and the expectations around working hours might attract younger employees. Conversely, policies such as paternity leave, stock options, retirement contributions and a set 9-5 schedule will likely attract an older demographic.

2. This culture you created and the talent you attracted will also impact how you onboard them. If the culture values innovation, trial and error and is moving quickly, and then the onboarding process might involve some shadowing of a colleague, personalized coaching and meeting with some more tenured colleagues for learning about a deeper sense of organizational mission, history, and values. However, if the culture values structure, hierarchical process, consistency and might be in a less of a hurry, a more formal, standardized onboarding process could be necessary to make sure that the new employee will be perform consistently and with clear expectations.

It’s crucial to remember that no culture is necessarily “better” or “worse” nor is there a “better” or “worse” approach to talent management or training. What is critical, however, is to ensure that your organizational culture and onboarding is intentionally designed in such a way to attract and train the talent you need to be successful as an organization. This alignment between culture and talent and training is one often overlooked piece of the puzzle in achieving your organization’s mission and well worth a close look.

Engaging, Sticky, and Effective

By gothamCulture
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I’ve seen a lot of professionals forget what they’ve learned through training programs. And I’m not talking here about detail and minutia – but about the KEY objectives and takeaways. If they’ve forgotten those, they’ve wasted a lot of time and money. And, those two things are in short supply these days.

Many people turn to Experiential Learning to deliver the “sticky” (Heath Brothers, I’m looking at you), because making things sticky isn’t just important. It is essential. Nigel Rayment wrote a recent Huffington Post piece regarding Experiential Learning that got me thinking:

Given his take, the question becomes: Are your experiential learning programs really learning programs?

Consider Rayment’s criteria:

  • Specific learning outcomes: The outcome of the exercise must be specific and have depth
  • Participants should understand their starting point: no guesswork here…as Covey taught us all, “Begin with the end in mind”
  • Structured learning cycle: experience, discuss, learn, apply, review
  • Interact with the participants: this is a facilitative approach
  • Debriefing is a key: immediate and intentional discussion
  • Structured re-assessment: sustain the impact of the learning, rinse/repeat

If you can’t answer ‘yes’ to all six, there is a danger that your experiential learning programs aren’t achieving the desired results. If that is the case, you’d either have to revise the experiential learning program to meet the criteria, or consider the real possibility that experiential learning isn’t the right answer for this instance. (Option 3 could then potentially be that it is time to vacation…?)

I started using this criterion in my consulting practice,hesitatingly at first, because I feared the worst: that my experiential learning approach might have been engaging, innovative, and TOTALLY without value. Let me report: it has been a great test. Where I thought such a structured approach would inhibit the enjoyment factor and creativity of the designs, it has been just the opposite. Instead, the structure has been liberating, and given me permission to add additional creative wattage. And clients have noticed. The connections to mission, “real” work, daily impact have been tangible for them. First, in the session, and in the weeks to come, I’ve heard positive feedback regarding the effectiveness of the sessions.

Building a ‘Get Ahead to Stay Ahead’ Culture

By gothamCulture
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I was surprised when the cup of coffee I bought the other morning was handed to me in a styrofoam cup. A few months back, former New York City Mayor Michael Bloomberg introduced legislation that would ban all styrofoam containers from the city’s restaurants. The measure still sits in debate, hence my Saturday morning cup of joe’s ability to stay steaming hot on my subway ride up Manhattan’s west side. Mid-train ride I got to thinking about the styrofoam lobby (yes, that exists) and their fight against the ban, which is understandable considering that the country’s most populous city could initiate a domino effect of anti-styrofoam campaigns. Could there be another way? Where is innovation happening?

I’m no scientist, but I have to believe that with the right brains in the right rooms, those styrofoam guys could come up with a new type of packaging that is better for the environment yet still keeps things toasty inside. So why haven’t they?

The most successful companies are the ones who don’t wait until their star starts to set before they begin to think about new ways of doing business. Still, too many wait to innovate until they’re in a crisis situation, and crawling out of that hole is difficult if not impossible.

But what is less obvious about these successful, cutting-edge companies is that all that creativity doesn’t just live in the R&D department, but throughout the organization. The right organizational culture makes it possible for innovation to occur.

As my colleague Ashley recently wrote, innovation requires promotion of risk-taking and acceptance of failure throughout your company. Research also shows that people are more creative when they have a supportive work community, autonomy, projects they perceive as challenging, time and space to focus on those challenges, a mindset friendly to ambiguity and enough wiggle room to try something new – whether that’s creating a new breakthrough product or simply revamping the way the department organizes documents.

gC worked with a client to design a leadership summit last month for one of most important revenue-driving divisions within a global powerhouse company – a division of nearly 1000 people. At the summit, the division leader proudly told the story of a junior employee who had an idea for improving a crucial process. She took the idea to her manager, who elevated it quickly to the top. Her idea is now changing the way the division does business, increasing efficiency and productivity. Imagine if their company’s culture wasn’t flexible enough to incorporate new ideas or even allow space for them to percolate, empowering of its junior (and senior) employees, or willing to try a new way of working while knowing full well it might fail?

As a leader, being open to the ambiguity required for your organization’s culture to stay innovative isn’t easy. But then think, when’s the last time you drank out of styrofoam cup?

How Company Culture Can Make or Break Your Business

By gothamCulture
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First published in Fast Company, March 6, 2014.

We are excited to share Chris’s inaugural Fast Company post. Here’s a quick snippet:

“Culture is a relentless driver of employee behavior. Left to its own devices, it can potentially limit an organization. But if leaders work to define it, assess it, and understand it, culture can be used as a tangible business lever to directly achieve goals and improve performance.”

He goes on to share the four key components needed to translate culture into something people can relate to, and invest in:

  1. A SOLID MODEL
  2. TOOLS FOR UNDERSTANDING
  3. PROCESSES TO IMPLEMENT
  4. TURNING DATA INTO ACTION

For more, read the full piece and feel free to join the discussion on “culture translation” by commenting here. We’d love to hear your thoughts and ideas.

The Talent Retention Myth: A Devil’s Advocate Viewpoint

By gothamCulture
Published at In Category Blog Tags: ,

We hear it all the time, the continuous chatter of experts reiterating the same old talking points about what organizations need to do to retain and engage a younger workforce. All this talk got me thinking.

What if we got it all wrong? What if we are being held captive by our own beliefs and assumptions about the very nature and structure of work in today’s society?

Common thinking is that we, as leaders of organizations, should retain talent as long as possible in order to capitalize on things like organizational knowledge, relationships with co-workers and vendors and that, somehow, employees who stay with us will be eternally motivated and highly productive team members. We may also subscribe to the risk mitigation side of the argument, seeking to keep talent to avoid the costs, financial and otherwise, of having to recruit new talent to fill in the gaps that departing employees leave.

The issue with this philosophy is that we are basing these rationales on our own (older generational) beliefs that the longer the tenure of the employee the more productive, engaged and fulfilled they are. We equate tenure with loyalty and loyalty is a sought after attribute. Workers of the millennial generation, and younger, don’t necessarily view their experience with one employer from a permanence perspective. Instead, they move from job to job, and organization to organization, in a constant effort to find a place where they can make a meaningful contribution and develop.

What if, rather than trying our best to hold onto younger employees and satisfying our own needs, we redesigned work to be accomplished by people who would give us their all while they were with us, but who could also quickly and easily pass the knowledge onto new generations of employees when they moved on? Rather than fighting against the values and trends of the times, what if we embraced the values of younger generations and evolved the way in which we do business to capitalize on a more consistent stream of new and fresh viewpoints and ideas? What if, instead of spending mounting resources trying to retain talent, we used those resources elsewhere and flexed our way of thinking to thrive in a new age of business?

With the speed of change in organizations today, is the job even the same thing it was two or three years ago? One might argue that many jobs today evolve rather quickly and the gains of retaining talent are a bit overstated. Let’s think about re-designing work and re-shaping organizational cultures to take advantage of new talent that fills these roles over time.

The Importance of Learning from (and About) Others

By gothamCulture
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At gothamCulture we talk about culture all the time. Like, all the time. This stems from our belief that at the center of an engaged workforce and an organizations’ performance, whether you define that as a healthy bottom line or degree of social impact, lies its culture. Culture reveals itself in many ways, from the plaque on your office door to the policies that guide how you work, but none more important than how you engage with your colleagues.

As we start a new year, my guess is that a lot of us have professional ambitions on our list of resolutions for 2014, probably just under “lose weight/join gym”. This is great – no one believes in finding professional fulfillment more than we do here at gC. But if you’re feeling antsy and annoyed in a job and are ready to throw in the towel, consider this (incredibly uncomfortable) lesson I learned last month.

I spent a November weekend in an unusual training many social psychologists subject themselves to during their education: a Group Relations conference. Using the word “conference” doesn’t quite call up the right image, because the purpose of this conference wasn’t to ideate around the newest innovations or complete continuing education credits while enjoying a new conference tote and swag. The purpose is simply just to be in groups. Just be….in groups. Over the course of three days we sat in big groups and small groups, self-organized groups and assigned groups. Without an agenda, keynote speaker, facilitator or assignment, the central focus became the words we used and how we chose to relate to each other. (If you feel uncomfortable just reading this, imagine how I and 74 of my new friends felt after three straight days.)

At one point over the weekend, we self-organized into groups and were then encouraged to interact with other the groups that had formed. Conflict theory teaches us that when you fail to see another person in full context, you tend to make up stories to explain any unpleasant behavior. Throw in a little negative emotion and your working relationship goes from water cooler chit chat to sending covert emails to your friends riddled with four letter descriptors. At the conference, you would have thought the walls separating our groups were actually borders separating countries. Because we could only guess at what was happening in the other rooms, our defenses went up fast and my teammates and I were quickly swept up in how convinced we were that everyone else was rejecting us. Every intergroup interaction was entered into with skepticism and doubt about the other’s motives. But when all groups came together toward the end of the weekend, I was surprised to find that my group was not, in fact, the social outcast. In fact, nearly every group thought it had been rejected, too. It was a tremendous “a ha” moment for me when I realized just how rich those stories we wrote about what went on on the other side of the wall were.

Which brings me back to culture, how we choose to engage with others and your list of resolutions. If you are struggling with your boss, so much so that you’re ready to throw up your hands and saunter out the door, consider what’s actually going on behind her wall. It might not be what you think. If you’re a leader whose team or organization is always a little toxic and people just don’t seem to jive, consider the amount of transparency that is (or isn’t) there between you. It’s amazing what just 10 minutes of honest and vulnerable communication can do to clear up years of misconceptions. Consider a resolution to learn more instead of to up and leave. Your own health, and that of your company, will be better off for it. No gym required.

5 Tips For Turning A Performance Deficit Into Your Company’s Best Year Yet

By gothamCulture
Published at In Category Blog Tags: , ,

We all know that in a company’s big picture, consistently failing to meet performance goals can have dire repercussions. But falling short of these goals can also affect how a workplace functions on a day-to-day basis. Employees can lose passion for their work or even look for other, healthier companies. Their productivity is likely to fade alongside their enthusiasm.

That’s why it’s so important to keep on top of these performance failures and change course before small losses snowball into bigger ones. In this article, Chris Cancialosi discusses how you can take these failures and turn them into opportunities to make your company healthier and stronger.

Toxic Cultures: Where Does the Buck Stop?

By gothamCulture
Published at In Category Blog Tags: ,

It’s been a long couple of weeks for New Jersey’s Governor Chris Christie. With numerous political scandals coming to light and the Governor continuing to insist that he knew nothing of the alleged strong-arming of local politicians with opposing views, one must wonder- how do such cultures devolve to the point where staff members feel that it is acceptable to behave in such ways.

When scandals erupt, once publicly confident leaders who seem to have complete control of their organizations suddenly claim ignorance and rush to divert attention away from themselves. This happens more commonly than one might expect.

If unethical organizational behavior is known to leaders and tolerated, for whatever reason, the clear message to employees is that it is okay to behave in such ways. If the behavior occurs unbeknownst to the leader than the leader is not doing an effective job of supervising the people that work for him. Either way, the leader is at the root of the culture issue.

Four Signs Your Culture May be Toxic-

  1. Employees feel they can behave in unethical or unprofessional ways with little or no repercussion from their leadership.
  2. Leaders hold themselves to a different standard than they hold their people.
  3. When the going gets rough, leaders quickly look to blame someone or something else for the mishap rather than take responsibility.
  4. Employees are fearful that they cannot speak up in fear of retribution from leadership.

The buck really does stop with the leaders. And, they must intentionally cultivate employees’ beliefs about acceptable and unacceptable behaviors and the guidelines for behavior in the organization. With so many stakeholders looking more closely at the brands and companies they engage with these days, it pays to create an organizational dynamic where team members know exactly what’s expected of them. Otherwise, toxic cultures will kill themselves.

How To Manage Dynamic Tensions — And Master The Balancing Act

By gothamCulture
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At the core of good leadership is a skill shared by tightrope walkers and jugglers around the world: the balancing act. But in the business world, the tightropes are opposing workplace tensions and the juggling balls are stakeholders.

The trick to mastering this daunting feat? Find a way to manage seemingly opposing dynamic tensions — like stability and flexibility — to foster a clear set of expectations that allows for growth and innovation in an ever-evolving marketplace. In this article, Chris Cancialosi offers insight into how to manage these tensions to achieve an equilibrium that keeps engagement, performance, and productivity high.