Every organization has a culture. Intentional or unintentional, your leaders, teams and employees have contributed to the vibe and accepted behaviors that exist in your work world. That essence of your corporate personality directly impacts your productivity, quality and output.
- Culture trumps leadership
- Culture trumps vision
- Culture trumps strategy
- Culture trumps process
- Culture trumps policy
Culture possesses the potency to propel your people and profits into prominence! Yet the time and
resources allocated to cultivate your culture purposefully tend to be minimal, leaving most
businesses to function in an accidental environment.
I came to see, in my time at IBM, that culture isn’t just one aspect of the game, it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value.
To Fashion a Culture of Greatness
We propose Four Foundational Pillars for every organization, regardless of size or services provided. These undergird your singular corporate culture. What makes these pillars extraordinary is their ability to be incorporated into departments, divisions, or locations, regardless of whether executive leadership buys in or not. This eliminates the excuses many offer by blaming “upper management.” Own it.
Have you ever been “honored”? It’s a notion that seems reserved for special occasions or tenured VIPs. What if everyone felt honored everyday at work? It’s not something only senior leaders can offer, but every employee can generously give to their peers, supervisors, and subordinates through these three approaches:
- Strategic Appreciation
- Value Contribution
- Value Person
Within each of these themes we give you tactical ways to actualize behavior that can become habitual.
Achieving excellence once is easy. Consistently sustaining it, is not. Certainly more difficult than most imagine. The barriers that need to be overcome are staggering. Defining excellence has a unique attribute in that it gets an external voice. Leaders and teams set a standard for excellence, but vendors, customers, and clients will affirm or deny it.
The three barriers to surmount are:
Each offer their own particular obstruction. Yet each also have pathways through.
The cliché is that high-level performers draw a lot of their identity from what they do. This pillar flips that around. What if you tapped your people’s natural tendencies and maximized their inherent DNA? Instead of fitting them in a box, develop each box around them. The more work evolves, the more those willing to develop employee environments this way, will retain superior talent.
From this, three capacities emerge:
Tremendous research backs the benefits of aligning individuals with their instinctive inclinations.
Your people think they matter. They think their thoughts and opinions are right, and usually best. Contributing their ideas in a meaningful way gives them their highest sense of achievement. Organizations who can attach significance to tasks, win.
Three purposeful ways to coordinate such a reality:
As you strive to compete for greater levels of success, to attract world-class talent, to repeatedly win work, you will find that purposely fashioning a culture of greatness will become your secret sauce! The benefits of an intentional culture produce strong outcomes of aligned language, shared beliefs, agreed-upon communication solutions, and a commitment to act like an owner.
For a concept that sometimes seems a little mystical or ethereal, Greg brings a very practical and tangible approach to fashioning a culture of greatness.
If you desire a partnership in nurturing such a culture, we offer consulting services for that very