Tag Archives | Behaviors

Behaviors desired in the corporate culture. Valued behaviors are those that are observable and measurable demonstrations of desired values.

Is Your Culture “Sticky”?

Businesswoman Solving a ProblemLet’s pretend for a moment. Let’s put you in the role of leading a large division within your company. And, you’ve done really well.

You’ve worked hard and crafted a high performing, values-aligned team. You’ve embraced your primary leadership responsibility of creating workplace inspiration.

You’re the champion of your desired culture. You’ve made values and citizenship as important as results and profits. And, team members and leaders have embraced the new culture.

Employees are happier. Customers are WOW’ed. Goals are exceeded regularly. Your team enjoys financial success.

Then, a new job offer drops into your lap. It’s a terrific opportunity for you. You can’t pass it up.

Taking the new job means that you’ll have to leave your current – and exceptional – division culture to whomever replaces you.

You’ve done all you can. You bid your old team goodbye and head off to your new opportunity.

What happens to the culture you’ve help craft? Too often, when the champion leaves, the culture struggles to maintain the new practices.

Unless the new leader is as committed to the current culture as you were, the culture “reverts to the norm.”

Typically, within a very short time (months), all the traction gained is lost. The values go back to “nice to have” status – not “must have” status.

One client experienced exactly this scenario. The champion moved on and the new leader of the division didn’t support “that culture stuff.” The gains the division enjoyed under the previous leader – 40 percent growth in employee engagement and customer service and 35 percent growth in profits – dissipated within four months.

People went back to old habits. The division “earned” exactly what it deserved – less than stellar engagement, service, and profits.

How do you, as a leader, ensure the desired culture “sticks”? These three practices will help your desired culture outlive the champion that moves on.

Embed your culture. This is a vital, foundational practice. Change systems and incentives to measure and reward both performance and desired values. Make valued behaviors important; talk them up, coach them up, and hold them up! Create a twice-a-year values survey that lets employees rate their bosses on the degree to which their bosses model your valued behaviors. Add rankings from this values survey in each leader’s performance (or contribution) review each year. Make the structure of your values-based culture as solid as the structure of your organization’s performance.

Prove the benefits. Measure the positive impact of your safe, and inspiring work environment. Carefully track employee engagement, customer service rankings, and results and profits. Help your bosses understand the net benefits of a workplace culture based on trust, respect, and dignity. SHOW THEM THE MONEY. Employees who feel trusted and respected bust their behinds for your team.

Share leadership. Don’t be the sole champion or the sole banner-carrier of your desired culture. Engage leaders at all levels in communicating why your culture is so important – to employees, leaders, customers, and company. Share “stage time” with every senior leader so they can be seen as the “voice” of the desired culture as much as you are. Celebrate teams and team leaders that “get it.” Let the “idea virus” of your desired culture infect everyone in your organization.

There are no guarantees these three practices will ensure your culture’s ability to stand the test of time – but they’ll certainly help.

How healthy is your team or company’s culture? Don’t guess – get the data with my online Culture Effectiveness Assessment.

Photo © PtnPhotof – Dollar Photo Club. All rights reserved.

Subscribe!Podcast – Listen to this post now with the player below. Subscribe via RSS or iTunes.

The music heard on these podcasts is from one of my songs, “Heartfelt,” copyright © 2005 Chris Edmonds Music (ASCAP). I play all instruments on these recordings.


Disclosure of Material Connection: Some of the links in the post above are “affiliate links.” This means if you click on the link and purchase the item, I will receive an affiliate commission. Regardless, I only recommend products or services I use personally and believe will add value to my readers. I am disclosing this in accordance with the Federal Trade Commission’s 16 CFR, Part 255: “Guides Concerning the Use of Endorsements and Testimonials in Advertising.”

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Off Script with Liberating Rules

Scripted-LifeI love the new Audi commercial. You’ve probably seen it. Everyone has a written script. They carry it around and refer to it. They don’t think. They don’t act outside the scripted boundaries. They follow their script, no matter what.

They follow their script even as their engagement and spirit wanes.

The commercial wouldn’t be funny if it wasn’t based on truth!

I believe we all have scripts. We have scripts in our heads for our roles as team leaders, team members, family members, parents, neighbors, spouses, or partners.

Some of our scripts serve us well. Some of them don’t serve us well, at all. Even worse, some of our scripts don’t serve others well, at all.

I learned my scripts from watching others and being guided by others. I watched parents, teachers, coaches, friends, colleagues, etc. – and learned what was “nice” to say and do as well as what was “not so nice” to say and do. I learned how my actions, behaviors, decisions, and words could make others angry (hmm, that’s not very fun . . . ) or happy (OK, that’s pretty cool) or engaged (aha, we’re learning together) or disengaged (oops).

Over time, I think I’ve refined my scripts so I’m less of a thorn in others’ sides and more of a willing partner to those with whom I share this daily journey. I still screw up but I’m trying to be nice and of service, every day.

Where this gets interesting is in a work team. Let’s say you have six people on a team, one of them the team leader. Each individual on that team has their own scripts happening in their heads & hearts. Everyone comes to the team with their own experiences and their own “experience-modified” scripts. Everyone is doing the best they can – but that’s a lot of competing scripts, expectations, rules, and noise happening every day.

How can the leader help the team go “off script” – to step away from each individual’s embedded scripts – and create a safe, inspiring workplace where players serve the team’s purpose, common goals, and shared values? Where every team member acts to apply their skills alongside trusted colleagues, WOW’ing customers consistently and delivering expected results?

With an organizational constitution.

An organizational constitution is a formal statement of the team’s purpose (reason for being, today), values and valued behaviors, strategies, and goals. When players have a hand in crafting these agreements and “sign up” to abide by these expectations in every interaction, they change the “scripts” experience. These expectations create liberating rules that help create workplace trust, respect, and dignity.

An organizational constitution helps these players go “off script” – away from their personal scripts – and embrace effective scripts that boost engagement, performance, and customer service.

What do you think? What scripts do you follow – and do they serve you and others well? How might “liberating rules” help your team or family behave in alignment? Add your insights or questions below.

My latest book, The Culture Engine, guides leaders to create workplace inspiration with an organizational constitution. Get your free sample chapter here.

Don’t guess about the health of your team or company’s culture. Get the data with my online Culture Effectiveness Assessment.

Photo © Audi USA. All rights reserved.

Subscribe!Podcast – Listen to this post now with the player below. Subscribe via RSS or iTunes.

The music heard on these podcasts is from one of my songs, “Heartfelt,” copyright © 2005 Chris Edmonds Music (ASCAP). I play all instruments on these recordings.


Disclosure of Material Connection: Some of the links in the post above are “affiliate links.” This means if you click on the link and purchase the item, I will receive an affiliate commission. Regardless, I only recommend products or services I use personally and believe will add value to my readers. I am disclosing this in accordance with the Federal Trade Commission’s 16 CFR, Part 255: “Guides Concerning the Use of Endorsements and Testimonials in Advertising.”

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How is Your Culture Engine Running?

share_12What critical success factors do you monitor closely in your business? What “select few” metrics do you watch carefully to ensure your organization’s health?

Most leaders I have worked with tell me they primarily watch performance metrics. Customer service rankings come in a distant second.

Both of those factors are important. Organizations must be profitable and must have loyal, happy customers.

Over three decades of research and experience have taught me that there is a third factor that deserves a leader’s focus and attention: the degree of workplace inspiration in your organization.

The fact is that the health of your organization’s culture – the extent to which your work environment consistently treats team members with trust, dignity, and respect – has a huge impact on team performance and customer service.

The culture of your team (or department or division or plant or region or whole company) is the engine that drives your team’s success – or it’s lack of success.

Unfortunately, most leaders do not know how to proactively manage their team’s culture. They’ve never been asked to do that. Most have not experienced successful culture change. Even fewer have led successful culture change.

What leaders need is a how-to guide to crafting workplace inspiration, an approach that helps leaders make values, citizenship, and teamwork as important as performance.

My new book, The Culture Engine, offers a proven, step-by-step framework that helps leaders define a healthy team culture with an organizational constitution – and then helps leaders align plans, decisions, and actions to that constitution.

An organizational constitution specifies your team’s purpose, values and behaviors, strategies, and goals. It creates “liberating rules” that help leaders and team members understand exactly how they are expected to treat each other and their customers.

For example, when your team’s “integrity” value is defined in observable, tangible, measurable terms, it is easy to see when leaders and team members are modeling those behaviors, when they are living your team’s desired values in every interaction.

Culture change is not a quick fix. It takes time – but the time is well worth the effort. Our culture clients consistently enjoy 40 percent gains in employee engagement, 40 percent gains in customer service, and 35 percent gains in profits, all within 18-24 months.

Pay attention to how your “Culture Engine” is running. It’ll do you, your team members, your customers, and your company GOOD.

What do you think? What is the condition of workplace inspiration in your team, department, or division? What do your bosses pay attention to most – performance, service, or culture? How did your best bosses create a safe, inspiring work environment? Note your thoughts and insights in the comments section below.

Add your experiences to two fast & free research projects I have underway: the Great Boss Assessment and the Performance-Values Assessment. Results and analysis are available on my research page.

My new book from Wiley, The Culture Engine, is available NOW. Get your free sample chapter here.

Photo used under Pinterest Copyright from Chris Edmonds on Pinterest.

Subscribe!Podcast – Listen to this post now with the player below. Subscribe via RSS or iTunes.

The music heard on these podcasts is from one of my songs, “Heartfelt,” copyright © Chris Edmonds Music (ASCAP). I play all instruments on these recordings.


Disclosure of Material Connection: Some of the links in the post above are “affiliate links.” This means if you click on the link and purchase the item, I will receive an affiliate commission. Regardless, I only recommend products or services I use personally and believe will add value to my readers. I am disclosing this in accordance with the Federal Trade Commission’s 16 CFR, Part 255: “Guides Concerning the Use of Endorsements and Testimonials in Advertising.”

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Don’t Bump The Fishbowl

Gold fish in aquariumI was reminded recently of a Nutterism that really fit the struggles one of my culture clients is experiencing.

A little background is necessary. Jerry Nutter was my best boss ever. I spent 5 of my 15 years in YMCA management under Jerry’s tutelage – and I still reap benefits today.

Jerry had a way of expressing truths about people management that were a bit folksy. Us members of Jerry’s team called these “Nutterisms.”

The Nutterism that came to mind was “don’t bump the fishbowl.” When a goldfish bowl gets bumped, the fish are NOT happy. They scurry behind the fake plants (or the plastic castle) and huddle together in fear. Their world has been shaken (literally). They don’t know what’s coming next. They are unable to go about their business anymore – they can only huddle, and watch, and wait.

Leaders bump their employee’s fishbowls all the time! Leaders may not intend to disrupt employee’s work lives, but actions such as these do “bump the fishbowl”:

  • Announce changes but provide no context and no opportunity for questions
  • Make structural or staffing changes with no context and no opportunity for questions
  • Take credit for team or team members’ ideas, efforts, or accomplishments
  • Micromanage – attempt to control how team members do the work, even if team members are more skilled at the work than the leader is
  • Provide frequent critical and negative feedback; rarely validate team members’ efforts or accomplishments

What happens when team members have their fishbowl bumped? Typically, they scurry around and huddle together in fear. Their world has been shaken. Few are able to go about their business anymore – they huddle, and watch, and wait.

Change is constant. Leaders don’t need to insulate their team from change, but they need to reduce the negative impact of change.

So, how can leaders keep from “bumping the fishbowl?”

Plan. Map out a strategy – then explain the strategy. Be open and honest, consistently. Help team members understand what the issues, problems, or gaps are that need to be addressed. Tell them what you’re thinking of doing to resolve these issues.

Listen. Ask for their ideas and insights. Incorporate their good ideas. Reiterate that these changes are to address identified gaps and problems – and stress how their ideas are being embraced.

Implement and Adapt. Put plans into place and engage team members to learn if there is any unintentional “bumping” going on. Adapt the plan to gain the most benefit for everyone – team members, company, and customers.

How have past leaders of yours “bumped the fishbowl”? What team member reactions have you seen that I missed? What did your great bosses do to reduce the negative “bumps”? Please share your insights, comments, and questions in the comments section below.

Add your experiences to two fast & free research projects I have underway: the Great Boss Assessment and the Performance-Values Assessment. Results and analysis are available on my research page.

My new book from Wiley, The Culture Engine, guides leaders to create workplace inspiration with an organizational constitution. Get your free sample chapter here.

Photo © istockphoto.com/bloodua. All rights reserved.

Subscribe!Podcast – Listen to this post now with the player below. Subscribe via RSS or iTunes.

The music heard on these podcasts is from one of my songs, “Heartfelt,” copyright © Chris Edmonds Music (ASCAP). I play all instruments on these recordings.


Disclosure of Material Connection: Some of the links in the post above are “affiliate links.” This means if you click on the link and purchase the item, I will receive an affiliate commission. Regardless, I only recommend products or services I use personally and believe will add value to my readers. I am disclosing this in accordance with the Federal Trade Commission’s 16 CFR, Part 255: “Guides Concerning the Use of Endorsements and Testimonials in Advertising.”

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Identity Crisis

Business problems and supportWhat is your team’s identity? It has one – it just may not be the one you want it to have.

I define identity as a combination of your team’s purpose and how team members see themselves contributing to that purpose.

Does your team have a formal purpose statement? Most teams and companies do not have a formal purpose statement beyond “making widgets” (widgets being whatever your team’s products or services are) and “making money.”

Delivering quality products and services is a very good thing, as is making a profit. The only way your team or company can sustain itself is to bring in more revenues than it spends.

Now, some of my non-profit and government clients push back on the “making money” requirement. I worked in non-profits for 15 years and in government for 3 years. If we didn’t generate revenues above expenses in those industries, we faced difficult decisions – laying people off, merging or closing business units, etc.

Call it whatever you want, but generating value in the form of hard dollars is a requirement for 99 percent of the businesses operating today.

However, “making widgets” and “making money” doesn’t address your team’s meaningful contributions very effectively. A purpose statement can.

A purpose statement is a description of your team’s present-day “reason for being” – what it does, for whom, and “to what end” – how a customer benefits from your product or service.

Here’s the purpose statement from WD-40, a terrific company that I’ve studied for years: “Our brands create positive lasting memories by solving problems in homes and factories around the world.”

Their purpose statement describes what they do (solve problems) for whom (people in homes and factories around the world) and to what end (create positive lasting memories).

Before you craft your team or company’s purpose statement, seek out purpose statements from companies you admire. Even your local independent coffee house or bookstore might have a terrific “reason for being” you can learn from.

Once your purpose statement is formalized and communicated, the hard part begins – aligning team members’ heads, hearts, and hands to that purpose.

Great bosses are constantly engaging in dialog with team members. They reinforce their team’s reason for being daily. More importantly, they’re helping each individual team member understand how their unique skills and passions align with the purpose statement.

Great bosses validate team members’ contributions and enthusiasm for the team’s products, services, customers – and purpose. The team’s identity is formed daily by employees embracing the team’s purpose as their own.

A perfect purpose statement alone will not inspire every team member. It takes intentional dialog, communication, and understanding between bosses and team members to create passionate players who are thrilled at their opportunities every day.

What is your team’s identity? What outcomes are measured, monitored, and rewarded daily? Please share your insights, comments, and questions in the comments section below.

Add your experiences to two fast & free research projects I have underway: the Great Boss Assessment and the Performance-Values Assessment. Results and analysis are available on my research page.

My new book from Wiley, The Culture Engine, guides leaders to create workplace inspiration with an organizational constitution. Get your free sample chapter here.

Photo © istockphoto.com/ridofranz. All rights reserved.

Subscribe!Podcast – Listen to this post now with the player below. Subscribe via RSS or iTunes.

The music heard on these podcasts is from one of my songs, “Heartfelt,” copyright © Chris Edmonds Music (ASCAP). I play all instruments on these recordings.


Disclosure of Material Connection: Some of the links in the post above are “affiliate links.” This means if you click on the link and purchase the item, I will receive an affiliate commission. Regardless, I only recommend products or services I use personally and believe will add value to my readers. I am disclosing this in accordance with the Federal Trade Commission’s 16 CFR, Part 255: “Guides Concerning the Use of Endorsements and Testimonials in Advertising.”

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