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

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 Become a High-Stakes Leader

Become a High-Stakes Leader

When the stakes are high, that’s when we need the very best in leadership. Why do some leaders succeed and others fail? Why do some not only survive a crisis, but use difficulty to produce incredible results?

These questions are tackled by Constance Dierickx, PhD in her new book, HIGH-STAKES LEADERSHIP: Leading Through Crisis with Courage, Judgment and Fortitude. She shares how to lead with the type of courage that makes you stand out.

I recently asked her to share her insights on high-stakes leadership.

 

“Courage is the first of human virtues because it makes all others possible.” -Aristotle

 

What do you mean by High-Stakes leadership?

A high-stakes leader is someone who is successful when risk is high and visibility is low.  New ventures are an example, whether they are for a new product, service, geography or method of production. Top leader changes, mergers and crisis are also examples of high-stakes situations.

Leaders who get good results achieve value on multiple fronts. As Jim Kennedy, Chairman of Cox Enterprises says, “It can’t be just about the money.” In a crisis, we need only compare the recent leadership failure at Equifax with the response of The Home Depot in a similar circumstance, a breach. The response of these two companies was wildly different. Frank Blake’s actions are a model of what to do.

My book talks about what leaders in high-stakes situations should do and provides examples from a wide range of organizations. I also talk about what gets in the way of leaders. Invisible traps include the human cognitive system, which is not a completely rational system. Our human limits lead us to make mistakes that may look foolish but can be the result of cognitive limits, the effect of emotion on decisions, the context or our own habits of avoiding anxiety.

There is an additional factor, which I include in my forthcoming book Breaking Up Is Hard to Do, in which I focus on mergers, acquisitions and divestitures. That is when we wrongly assign value to opportunities, risk, timelines, market size, and so forth. It’s one thing to think something is low risk and be right and quite another to believe risk is low when it isn’t. Even smart people can be blind when making evaluations, a part of leading. We don’t have measures for everything, and even when we do we aren’t always measuring what matters.

Perhaps the greatest risk of all is in thinking we are operating in a safe zone and being complacent.

 

“The greatest risk of all is in thinking we are operating in a safe zone.” -Constance Dierickx

How Leaders Create A Compelling Vision to Engage & Inspire

company vision

Lead With Vision

Leaders create a vision and engage a community to achieve it.

What does it mean to lead with vision?

It’s a question that authors Bonnie Hagemann, Simon Vetter, and John Maketa researched extensively, surveying over 400 companies in search of the answer.

I recently spoke with the authors about their new book, LEADING WITH VISION: The Leader’s Blueprint for Creating a Compelling Vision and Engaging the Workforce.

 

Would you share the story about “going up the stairs two steps at a time” and how it impacted your view of leadership and culture?

Yes, of course.  Back in 2006 I had a meeting with Jim Bolt, the founder of Executive Development Associates (EDA), to discuss how I would run the company. Jim had been developing senior leaders since the early 1980s and was a renowned expert in the field. I knew I had much to learn from Jim and hoped we could work together. I didn’t know at the time that the very first piece of advice he would give me would shape and inform every leadership decision I have made since. Before I left that meeting, Jim handed me a book from his shelf called Let My People Go Surfing by Yvon Chouinard, founder and CEO of Patagonia, a sports clothing company.

The book is the story of Patagonia with an emphasis, almost a plea, for sustainability.  Jim wanted me to start thinking about how we could help with this effort, I read the book but it was something else within that captured my attention. The CEO of Patagonia wanted to build an organization where employees were compelled to come to work. Yvon Chouinard wanted a company where employees were a part of their environmental mission.  He wanted employees to be wholly engaged and committed.  He said, “Work had to be enjoyable on a daily basis. We all had to come to work on the balls of our feet and go up the stairs two steps at a time” (Chouinard 2005, 45).

That statement struck me as extremely important.  Imagine the creativity and courage and productivity that would come from a workforce like that.  The power of it is immeasurable.  That is what visionary leadership can do.  It can unleash the power of the workforce.

 

Visionary leaders create a clear picture of a positive future state.

 

The 4 C’s of a Visionary Leader

What’s your definition of a visionary leader?

A visionary leader is a person who steps out and creates a clear picture of a positive future state.  It takes a lot of courage because creating a vision for the future is basically imagining what could be and what should be.  That feels very risky for leaders.  It is stepping out of the norm.  There are certain things they will need to do.  In the book we explain further by putting it into 4 Cs.  They must:

  1. Embody courage,
  2. Forge clarity,
  3. Build connectedness, and
  4. Shape the culture.

 

What advice do you have for a leader struggling with creating a compelling vision? 

Transform Your Organization with Servant Leadership

Transform Your Organization

I’ve personally traveled all over the globe teaching servant leadership. My book, Leading With Others in Mind, is all about the nine qualities of a servant leader and how every organization can benefit from these practices.

Art Barter recently wrote a journal, The Servant Leadership Journal, which takes readers through an 18-week journey. Filled with space for reflection and exercises, the book is a thoughtful way to reinforce the servant leadership mindset. Art is the owner of Datron World Communications, Inc., and he took that business from $10 million to $200 million using these principles. Because of his passion for this type of leadership, Art has also founded the Servant Leadership Institute.

I recently asked him about his work in this area.

 

“There’s a wonder and magic in leaving your ego behind and serving others.” -Art Barter

 

Find Your Why

What would you say to yourself if you could go back and talk to the Art just starting his career?

I would tell the Art just starting his career to respect authority, find his “why” and not let others define him. And I would tell him to find a mentor who practiced servant leadership. With that kind of attitude, I would have looked for the significance in my career, not just success, at a much earlier age. I wish I had realized the importance of serving first and knowing the joy that comes from helping your employees thrive.

 

 

“To be trusted is a greater compliment than being loved.” -George MacDonald

 

Why did you decide to do a journal versus a traditional book?

The word “serve” is a verb, an action word. Presenting our behaviors of a servant leader as a journal gets readers involved in action — working to change their behavior, which in turn helps to change mindset. Working through the journal and creating their own visualization for living the behaviors will have a greater impact on their transformation. As Ken Blanchard says, “Leadership is an inside out job.” The journal involves readers with the “inside” work only they can do. The goal is to create leaders who live with an orientation toward serving others.

 

“Leadership is an inside out job.” -Ken Blanchard

 

Practice, Practice, Practice

What’s the best way to change behavior? How do we know which behaviors to change first?

I think the best way to change behavior is to practice, practice, practice. Set small goals and be intentional. You will begin to assess situations differently, from a servant’s perspective. You will approach others with an attitude of, “How can I add value here?”

As for which behavior to change first, one approach we advocate is to work on the Serve First behavior before moving on to the other behaviors. But we also need to meet people where they are, so another approach is to do a self-assessment or have peers assess you on the nine behaviors and work on the ones for which you have the lowest scores.

Through this process, I cannot emphasize enough the need to listen to those closest to you.  They will give you great feedback if you are willing to listen and then act.

 

“The best way to change behavior is to practice, practice, practice.” -Art Barter

 

Cultivate Servant Leadership Behaviors