An engaged culture promotes continuous learning so that employees are not only growing, they are staying ahead of change. Even better, they are bringing positive change into the organization.
An engaged CEO or business owner leads an engaged culture. If she or he is disengaged from the culture, the employee population will also be disengaged.
An engaged culture recognizes that everyone walks in the door with various sets of life skills. Therefore, the organization makes sure everyone has the necessary life skills to change and engage. These include sales, presentations skills, the ability to influence, and clarity in how to build a vitally effective support system.
Self-reflection is encouraged in a strongly engaged culture. At Cornerstone on Demand, executives routinely ask questions such as, “What’s your next move?” “Where are you going next?” After seven years employees are given a sabbatical for self-reflection. The point is, we cannot have engagement without a connection to one’s own truth. We have proven this thousands of times in our programs, which are question driven.
“More than 80% of America’s workers don’t like what they do for a living.” –David Harder
I’ve featured many people on this site talking about the problem of engagement. The stats are remarkable. We didn’t have sophisticated surveys years ago. Do you think this is a new phenomenon?
In the scheme of things, surveys are a bit old-school. The problem with surveys is they don’t produce change. Unless there is a solid commitment to produce an engaged culture, they often create more harm than good.
My point in The Workplace Engagement Solution: Find a Common Mission, Vision, and Purpose With All of Today’s Employees is that the majority of workers are checked-out, to various degrees. Getting them back requires a visionary commitment from the leadership but it also requires that we teach people how to change and engage. Notice that I rarely use one work without the other. Right now, according to a recent New York Times study, 48% of Americans view themselves as “underemployed.” This is also a staggering number and yet it is reflective of workers at odds with keeping up with change.
Gallup: Only 13% of the world’s workers are engaged.
What makes businesses vulnerable to disruptive change?
There are 2 main messages in my book.
First, that while we think the world is changing rapidly, in fact, we continue to rely on a platform that arose from the invention of 3 general purpose technologies in the 1870’s: the internal combustion engine, the light bulb, and the telephone. Even with the computer and the Internet, we have spent decades boxing in this amazing new technology to fit our paradigm need for a faster, smaller, cheaper phone. So, while we think we are in the midst of rapid change, the western world is in fact obsessed with ensuring we stick with the old world and reward refinements of tired mature ways of doing things. When real change comes, will business leaders be prepared? I don’t think so.
One of the reasons why we won’t respond well when real change comes is that while ideas are abundant, small start-up ventures lack the resources – people, money, physical assets — to launch these ideas. They also lack the credibility, networks, access to customers, suppliers, government officials, etc. This limits their ability to move these ideas forward, no matter how great they may be. At the same time, existing companies are flush with people, money, networks, customers, and, most important, credibility and brand value. But what they lack is an entrepreneurial mindset. To move forward, companies need to resist the rhetoric of finding and sticking to a narrow form of sustainable competitive advantage, and instead adopt a model of strategic entrepreneurship that promotes transformational growth and longevity.
The fundamental impact of disruptive change is that our organizations are not built to manage change very well. Through principles such as sustainable competitive advantage, we tend to use fixed mindsets that build a sort of impenetrable armor around the firm’s processes and procedures, instead of being flexible and adaptable. When disruptive technologies or business models present an alternative, firms resist. Indeed, even customers often resist, as we remain stuck in our paradigms formed as noted above. However, in time, customers adapt because they do not have the level of sunk investment in the old ways that companies often do. Time and again, rigid non-entrepreneurial firms fall by the wayside.
There are many very extreme examples of this phenomenon. Think of Kodak, which is a firm that actually pioneered digital photography, but in the end was unable to adapt to this powerful disruptive technology.
“Progress is a nice word we like to use. But change is its motivator. And change has its enemies.” –Robert Kennedy
How can large organizations embrace a spirit of entrepreneurship?
I emphasize the importance of adopting three points:
Recognize that opportunities are developed at all levels of the organization.
Build a culture that embraces and supports entrepreneurship.
Consciously develop support for entrepreneurial initiatives through effectual processes or bricolage.
The key is leadership, not only in words, but in action. It is imperative that the CEO endorse an entrepreneurial culture by example – championing new ideas. In fact, a failure or two is good because it demonstrates that even the CEO recognizes that not every entrepreneurial idea is destined for success, and it is important to manage your investment and ensure that no one new venture will take down the ship.
“Culture eats strategy for breakfast.” –Peter Drucker
What are the elements of a good corporate culture?
There are many theories on this question, and I included quite a few in my book. In the end, the key elements are:
Provide open opportunities for opportunity development – these include group time (because we know that mixing people with diverse expertise and background can lead to innovative solutions), plus unstructured open thinking time (such as 3M’s famous “tinkering” time).
Adopt a learning culture – growth mindsets are essential, pursuing what could be as opposed to why this won’t work.
Accept failure, and the importance of learning from failure.
Adopt bricolage (known outcomes, with unknown ways of getting there), or effectuation (building on invention, experiment, and science) as frameworks for pursuing each entrepreneurial initiative (purposefully).
“The only sustainable competitive advantage is an organization’s ability to learn faster than the competition.” –Peter Senge
How do leaders encourage creativity at all levels of the organization?
The first thing I would say is that leaders must recognize that organizations need time to change. This is not an overnight process and will require considerable and repetitive actions and wins to change. And failure is a key component – an organization can move far closer to being creative and adopting entrepreneurial thinking by showing that a person with a great idea that failed in implementation is celebrated as thinking outside the box, rather than penalized for failing.
Researchers have studied the importance of story-telling in organizations, and how a lasting culture can be built around well-known, maybe even legendary, stories that come from the history of the organization. The dimensions of story-telling I describe in my book include equality (versus inequality), security (versus insecurity), and control (versus lack of control). Through story-telling of actual events that happened in the organization’s history, employees are able to gauge whether the organization will endorse or shun creativity at all levels.
“Successful innovators are..not risk-focused; they are opportunity focused.” –Peter Drucker