How To Turn Culture Into A Productive Force

Cultivating A Winning Culture For Your Business

A strong productive culture is a superpower behind every long-lasting success. Culture demands artful management and everyday care, which seem to remain a mystery for many. How do you turn corporate culture into a productive force and secure success?

In CORPORATE SUPERPOWER: Cultivating A Winning Culture For Your Business, author Oleg Konovalov discusses what culture is, its functions and roles, why it is important and how to fix it when it goes wrong. The book offers a step-by-step guide on how to manage this incredible asset. Oleg is a management consultant with rich experience of running businesses in different industries and countries. His book is an exceptionally well-done overview of culture and how to turn it into an asset for any organization.

I spoke with Oleg about the book and his findings.

 

“Culture is a measure of success and a cause of it.” -Oleg Konovalov

 

Why do you think culture is getting so much attention these days?

We are well into the Knowledge Era, a time for new thinking about people, and appreciate that everyone has a stake in building the future. This is an era of a competition of corporate cultures, not processes.

Culture influences people’s actions, vision, minds, and hearts. In fact, an organization’s culture is its soul, and whoever controls the culture controls the soul and so, organization.

No company can move further than its employees’ competencies, where strategic development is bounded by the development of people. A successful implementation of corporate strategy directly depends on the active involvement and constant improvement of everyone.

Organizational culture is the most crucial ingredient of success, giving life to all of its many processes. Strong culture stimulates the enhancement of productivity by homogenizing the best psychological qualities of employees, the sense of unity and belonging, internal cooperation, and employees’ loyalty. Also, sustainable development depends on an organization’s ability to attract and retain the best people.

 

“Culture influences people’s actions, vision, minds, and hearts.” -Oleg Konovalov

 

Why Leaders Must Care for the Culture

10 Ways to Lead Like a Human

This is a guest post by Andy Swann. Andy is the author of The Human Workplace: People-Centred Organizational Development.  He is the founder of Simple Better Human, a creative organization development consultancy.

 

Lead Like a Human

There’s a lot of talk about the move from management to true leadership, as well as the need to be human in the face of data and the impending rise of the robots. It’s easy to get lost in it all and hard to really understand why any of it matters.

The truth is that when people thrive, our organizations thrive too, so the sole function of leadership should be to enable people to be their best and do their best work. Leaders today are the creators and custodians of platforms for human success.

Here are 10 ways every leader can contribute to the platform, enable people to thrive, drive organizational success and get more from their own role. These are inspired by research which has encountered leaders across organizations of all shapes and sizes, with common factors in success shining through.

 

Listen

Things move fast in modern business, and the people who have the greatest insight are those closest to the customer. Insight is the evidence that should drive strategy, and the faster we can access it and use it, the more plugged-in our organization is to what the world needs from it. Take time every day to talk to your people, find out how they are doing, and what issues they face. Then offer support and congratulate them on their success. In workplace change, one of the major factors that contributes to things going wrong—which happens in 70% of cases (McKinsey, 2015)—is the feeling that management isn’t listening. Give people a voice!

 

“Insight is the evidence that should drive strategy.” –Andy Swann

 

Trust

Your job as a leader is to ensure you have the right people, in the right places, doing the right things. If your recruitment process is right, then the people are right – there’s no need to micromanage every task. Trusting the individual to find their own best way to succeed, within the most basic parameters that they need to operate in, not only empowers them, but allows them to do their best work. It also reduces the workload of the leader – instead of box-ticking, you can be out there involved with your people and collecting valuable insight.

 

“The best way to find out if you can trust somebody is to trust them.” –Ernest Hemingway

 

Learn

Lessons for Non-Profit and Start-Up Leaders

Tales from a Reluctant CEO

Maxine Harris and her partner Helen Bergman started a business and grew it to $35 million through trial and error and constant change. In her new book, Lessons for Non-Profit and Start-Up Leaders: Tales from a Reluctant CEO, Maxine shares lessons that can benefit all of us starting something new. She shares how they overcame obstacle after obstacle to succeed. I recently spoke with her about the lessons she shares in her new book.

 

When should a start-up start thinking about culture?

Culture is not really something that you think about when you first start a business. You might say, we want to be casual or formal, or we want to maintain an air of professionalism, but short of being doctrinaire, you can’t really control what organizational culture will become.  More than anything, culture evolves from the personalities of the founders. I happen to be very chatty and like to ask a lot of questions.  Some employees see that as friendly; others see it as intrusive.  When I push people to “think smart” and try to do things in better and more creative ways, some people see me as demanding and judgmental, others feel that I am encouraging and stimulating. In both cases, it is the employee who identifies culture based on how they interpret what is going on.

Culture is one of those things that exists in the eye of the beholder.  An employee, an outside consultant or a business colleague takes a step back and sees the unspoken rules and nuances of the organization.  Sometimes people are only aware of the organizational culture when they are asked what they like or don’t like about their jobs. When we asked people who were joining the organization what they were looking for in their selection of a job, we got a glimpse into the kind of culture in which they would feel most comfortable.  And while many said they were looking for an environment in which their opinions were valued and respected, others wanted a cultural milieu in which the boss would tell them what to do and they would have clear guidelines for performance.

Over the years, as Community Connections grew in size and diversified in its programs, culture changed. You could feel the difference. A business with three employees can’t help but be informal and casual.  But as we grew and increased our size to over 400 employees, it became impossible not to have some hierarchical structure. You can remember the names of three people, but when the size gets big, and leaders are rushing from one meeting to the next, it’s hard to be as friendly as you’d like to be.

 

“Culture is the arts elevated to a set of beliefs.” –Thomas Wolfe

 

You wrote fairy tales for each chapter. That’s unusual in a business book. Why did you decide to do that?

How to Manage to Make a Difference

make a difference

Make a Difference

If you’re a new manager, you may find yourself in unfamiliar territory faster than you can imagine. How do you handle the gossiping employee? Or the top performer about to jump ship? How do you develop a high-performance team?

Larry Sternberg and Kim Turnage have literally packed numerous tips, strategies, tools and techniques for managers into the pages of their new book, Managing to Make a Difference: How to Engage, Retain, & Develop Talent for Maximum Performance. I recently spoke with Larry about their new work.

 

“We can change the world and make it a better place.” -Nelson Mandela

 

Why Employee Orientation is All Wrong

Your book starts out saying that we have employee orientation all wrong. We too often start with scare tactics and explaining what will result in termination. What does this do to new employees?

Frankly, the gratuitous negativity turns people off. The new employer is building the case for termination on day one! Also, it’s just plain boring. Negative and boring are not strategies to increase engagement and positivity about starting a new job.

You might say that these kinds of statements are necessary in our litigious society. We happen to disagree with that point of view. But even if we were to agree that they are necessary, they diminish your efforts to engage and retain people.

Imagine you’re dating someone, and you start a discussion about being exclusive and moving in together. The other person replies, “I’d love to do that! But first I want to make sure you understand the reasons I might decide to end this relationship.” How would that make you feel?

 

Go Ahead: Get Close to Your Team

I loved your advice on getting close to people. I’ve long advocated this. What are the benefits of getting close to people at work?

When you cultivate close, positive relationships with your employees (and among your employees), every employee spends his day with people he really likes and cares about. This increases job satisfaction, engagement and morale. Teamwork improves because employees are more likely to go the extra mile for people they care about. When problems occur, employees with good relationships will resolve them more easily. A leader who has close relationships with her employees can exert more influence on them without using her power. For instance, when she asks for extra effort, they’re more likely to give it.

 

Leadership Tip: the closer you are to someone, the easier it is to influence that person.

 

Talk about the importance of setting expectations.

5 Roles of Great Change Leaders

change management

Become a Great Change Leader

One of the most important skills of a leader is managing and accelerating change. What makes change stick or fail is a fascinating topic, one that most new leaders struggle to understand. Mastering the art of change is a challenge and yet one that is well worth the investment. Because all great leaders are change agents.

Kendall Lyman and Tony C. Daloisio studied change for the last decade and have packed their key takeaways and learnings into their new book, Change the Way You Change! They outline the five roles of great change leaders. If you want to accelerate your leadership and improve your results, this book is a blueprint on how to orchestrate your change efforts.

 

“The only constant is change.” –Heraclitus

 

5 Roles of A Change Leader

In your book, you talk about five roles for change leaders. Is one more commonly a problem for a leader than others?

This is a question leaders ask us a lot, probably because they are so busy running the business that it’s hard to think about improving their leadership. We have found that each role of leadership has its unique challenge. For example, the FOCUS role requires a leader to get everyone on the same page and pull in the same direction. And the ALIGN role requires leaders to ensure that all of the processes, structure, and systems are aligned to the direction of the organization—a daunting task to say the least. But the role of leadership which is probably the hardest, takes the most time, opens up the organization for pushback, and has the most potential if done effectively is the ENGAGE role. Most leaders who put a lot of energy and money into the diagnosis and design of a new organizational solution are so excited to implement the new idea that they take very little time to syndicate that direction with key stakeholders either during design or before execution. True engagement done well holds the key to open the minds, hearts, and hands of employees required to implement by helping them change and adapt to make the new solution a reality.

 

“The world fears a new experience more than it fears anything.” –D.H. Lawrence

 

How is your approach to change different from others?

In all the books we read, the authors (and many change practitioners) argue that change starts one way or another. Some say that change starts with individuals. Others claim that individuals can’t really change until the organization does. But after helping lead transformations for years, we asked ourselves, “How does change really happen? Does change happen from the inside-out or from the outside-in?” In other words, is the most effective way to change an organization accomplished by helping individuals change so they, in turn, can change their teams and the organization (inside out)? Or is the best approach to improve the organizational elements of strategy, processes, and structure, and then expect teams and individual behavior to align with the changes to deliver better results (outside-in)? And we asked, “Does it have to be either/or?” After many years of considering this question and approaching change using one approach or the other, we have found that the answer is “no.” Instead, for change to be sustainable, it requires both an inside-out and an outside-in approach. To change a team or business, a leader must change both the thoughts and beliefs and the structure and systems. And to get it to stick, all levels of the organization (individual, team, and organization) must be focused, aligned, and engaged on the same thing—and that takes leadership!

 

“Nothing is so dear as what you’re about to leave.” –Jessamyn West

 

How the Best Leaders Initiate Change