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Guidingstarcc | Todd sur Twitter : "Corporate culture - best of the best on the web. Culture Dig daily. #companyculture #leade... Culture Dig. Data-Crunching Is Coming to Help Your Boss Manage Your Time. Self Awareness. Download Four FREE Self Mastery Sessions Self Awareness is having a clear perception of your personality, including strengths, weaknesses, thoughts, beliefs, motivation, and emotions. Self Awareness allows you to understand other people, how they perceive you, your attitude and your responses to them in the moment. We might quickly assume that we are self aware, but it is helpful to have a relative scale for awareness. If you have ever been in an auto accident you may have experienced everything happening in slow motion and noticed details of your thought process and the event. This is a state of heightened awareness. With practice we can learn to engage these types of heightened states and see new opportunities for interpretations in our thoughts, emotions, and conversations.

Why Develop Self Awareness? Self awareness is the first step in creating what you want and mastering your life. Self Awareness in Relationships Relationships are easy until there is emotional turmoil. CULTURE-DRIVEN LEADERSHIP. Is consistency the secret ingredient to customer satisfaction? Consistency is the key to customer satisfaction. A study of 27,000 American consumers by McKinsey & Company has found that a consistent customer experience across the entire customer journey will increase customer satisfaction, build trust and boost loyalty.

Coauthors of Outside In: The Power of Putting Customers at the Center of Your Business, Harley Manning and Kerry Bodine, agree. “Companies that want to produce a high-quality customer experience also need to routinely perform a set of sound, standard practices. These practices fall under six high-level disciplines: strategy, customer understanding, design, measurement, governance, and culture.” – Read more. So if consistency is the key, how can you ensure you deliver a consistent customer experience? How consistent customer experiences increases satisfaction The research by McKinsey & Company found that companies need to focus on three key areas to ensure consistency: 1. 2. 3. What message are you sending your customers? 1. 2. 3. Related. Heads or Tails — The Thiagi Group. Synopsis Two participants independently and secretly choose the head or the tail of a coin.

Depending on their choices, they earn points. The game is played for three rounds with the score values doubling each round. Purpose To explore causes and outcomes of cooperation and competition. Training Topics Working with othersCooperation and competitionTrust and betrayal Participants Minimum: 3 Maximum: Any number, divided into triads Best: 12 to 30 Time 3 minutes for the activity 10 minutes for debriefing Supplies and Equipment Paper (to keep score)PencilsA bunch of coinsTimerWhistle Flow Organize triads and assign roles. Distribute the supplies. Explain the activity. Announce the payoffs for Round 1. If both players choose the head, each player gets 1 point.If one player chooses the tail and the other player chooses the head, the person who chose the tail gets 2 points and the person who chose the head gets 0 points.If both players choose the tail, each player gets 0 points.

Conduct Round 1. Debriefing. How To Build Conversations That Create Innovative Ideas. When Lori Senecal offered KBS+ employees a course in venture capital several years ago, the then-CEO wasn’t suggesting they quit to start their own companies. She wanted to ignite their entrepreneurial mojo so they could shape the ad agency’s business model. Tapping employees to create change is a notion that has been around since managers set up suggestion boxes in break rooms. But turning employees into innovators takes a lot more than collecting a bunch of random ideas on a whiteboard or giving an inspiring speech. Almost 20 years ago, in Leading Change, John Kotter estimated that only a third of change programs succeeded. The Art Of Strategic Conversation Leaders might be better off mastering the art of strategic conversation.

Strategic conversations are two-way exchanges that are structured by management to elicit relevant ideas. Offer structured forums for discussions. Empower employees who step up to affect change. Strategy for All Building Innovation Communities. Maxinecraig. 5 Ways Company Culture Can Improve Your Customer Experience. Mmunicate Magazine. The steady drip of incriminating emails and revelations emanating from some of the world’s most prestigious banks gives a new urgency to the term employee engagement.

Goldman Sachs has experienced the pain of a departing employee alleging that the bank treats clients as “muppets”. The LIBOR scandal swirling around Barclays was fuelled by emails from employees apparently admitting they were fixing the rate. And an email from a Standard Chartered employee criticising “F***ing Americans” did the bank few favours with a New York regulator investigating it for sanctions-busting against Iran. How do you get to the position where employees are so ready to disparage a business?

And how do you take preventative measures? The chasm between the high moral tone taken by these institutions in their communications and the language and alleged behaviour of staff suggests the banks’ narratives have failed to cascade down to employees. Godfrey says L&G has spent years refining its corporate narrative. Making a Movement: Narratives and Creation Spaces. What better day than Labor Day in the US to explore movements and narratives? Labor Day emerged directly from the powerful labor movement in the US. Throughout history, we’ve had a lot of movements that have shaped our economic, social and political arenas. I believe we’re on the cusp of a new wave of movements.

These new movements will be built on two solid pillars – compelling narratives and nurturing creation spaces. In this post, I’ll explore the role that both of these pillars play in generating movements that can make a difference. Narratives help to provide motivation and focus while creation spaces help to harness scalable learning. What is a movement? Here we run into the inevitable challenge of semantics – movement, like many words in our language, is used very loosely and can mean many things. But, like many definitions, this one has limitations. The rise and fall of movements in the US What happened? Time for a change Pockets of people are beginning to say “Basta!”

Bottom line. The Untapped Potential of Corporate Narratives. At a time when we’ve all become obsessed with the power of story-telling, I’ve become increasingly focused on the missed opportunity to harness the much greater power of narratives, especially for institutions. In a time of mounting performance pressure and growing uncertainty, narratives will make the difference between institutions that crumble and institutions that grow stronger. Yes, yes, I know that most of us use these two terms interchangeably – stories and narratives are viewed as the same thing. But I draw two critical distinctions which I’ve developed in more detail elsewhere (my early thinking on this topic is available in a blog and a SXSW talk).

Stories versus narratives To recap, here are the distinctions. Everyone is captivated by the emotional power and engagement of stories and it’s true, they have enormous power. Narratives are relevant at multiple levels – they can shape our lives, our institutions and the social arenas that surround us. The pseudo-narrative Leverage. The first principle of successful culture shaping – The Shadow of the Leader. I wrote about the four reasons culture-shaping efforts fail in my previous post (Organizational culture has reached a tipping point, yet many culture change initiatives fail for four key reasons). But what makes them succeed? What makes some culture-change efforts successful where others become simply another ‘flavor of the week’ training session that never translates into real change? This is a subject of great debate and many theories exist.

As we looked for the common denominator of success in the hundreds of culture-shaping efforts we have led at Senn Delaney, the level of CEO ownership and personal engagement won hands down as a key success factor. That came as no surprise to me since the central finding of my field studies of culture for my dissertation 40 years ago was that organizations tend to become “shadows of their leaders” over time. This finding led to our first of four key principles of successful culture shaping, which we call Purposeful Leadership. Why Yum! Analysis of the Role Leadership Plays in Shaping an Organizational Culture | Chantell Beaty, MBA.

Power is a key component to leadership because it allows various leaders the ability to influence their followers, giving them the ability to affect the beliefs, attitudes, and courses of action of these groups (Northouse, 2013). In influencing organizational culture, these beliefs, attitudes, and courses of action promote healthy organizations. A healthy organization is a reflection of a solid organizational culture. Leadership and Motivation in Crisis to Influence a Healthy Organizational Culture In a case study involving organization structure and crisis management, a healthcare facility established a healthy organizational culture by pulling together during a crisis (Joyner, Frantz, & Maguire, 2013). The intentions of the organization were to respond to the company’s Leadership and Power to Promote a Healthy Organizational Culture Bien stresses the importance on the relationship between worker and supervisor in demonstrating influences of power (Laureate Education, 2013c).

The Games Employees Play When Leaders Bust Trust- Trust Across America-Trust Around the World™ Home » Articles written by experts » The Games Employees Play When Leaders Bust Trust When leaders bust trust, employees play games. I don’t mean board games or a tennis match. I mean the games employees play at work. In my first job out of college, my boss was simply intolerable. In retrospect, I can’t blame him for being the way he was. He was placed in a leadership role, but was never meant to be a leader. He was insecure, abusive and lazy. “Game playing” became the office norm. Calling in sick on Fridays and often on MondaysEvery last minute of the hour-long lunch break was taken, and often moreThe water cooler was the most popular spot in the officeFriday couldn’t come fast enough9AM turned into 9:30 and 4:30 became the new 5PMMinimal effort was exertedMany of us treated our clients the same way we were treatedPeople quit without noticeHours were spent on personal phone callsThrowing other employees under the bus was all too common Any of the above sound familiar?

Have a question? 9 Leadership Steps For Corporate Culture Change. Straight Talk Unlocks Culture’s Advantages | Ian C. Read. Org DNA Profiler® Survey. The Future of Lean – Beyond Improvement to Innovation | The Emotional Economy At Work. The Future of Lean Beyond Improvement to Innovation Written by Jeremy Scrivens, Director, The Emotional Economy at work Featured at the upcoming ARK event:Improving Performance Through Business Process Management Maximise, strategise and save through case studies, theories and vision One-day connected forum and two post-forum workshops 16 – 17 October 2012 Melbourne Back in 1996 I first read and studied Womack & Jones wonderful book Lean Thinking. Along with Rummler’s Book The White Spaces on the Organisation Chart, I was introduced to the world of BPM and the concepts of process mapping with the view of making value flow. I spent years looking to improve value by mapping what doesn’t work and I missed the point.

In practice, much of the BPM work I have seen has involved the ‘search for excellence’ or perfecting an existing state by focussing efforts on eliminating waste or ‘muda’ as the Japanese call it. Why does this matter? You might like to check out: How Millennials Are Changing the Way We Lead. The One Habit You Really Need to Achieve Long-Term Goals. Are we still doing this? How can you make sure you are still making progress on that goal you committed to in that offsite meeting six months ago? In my work with management teams helping them execute their strategy, this issue comes up over and over again. How can you keep yourself and your team focused and motivated on the long term work, when each new day brings new urgent tasks?

There are many things you can do to keep your whole team executing. But today I want to talk about one important approach to stack the deck in your favor to accomplish big things. Always execute on the small things If your organization sees you are serious about executing on small things, it will increase their level of seriousness when executing on big things.

This idea was described really well in Malcolm Gladwell’s book, The Tipping Point. (I’ll paraphrase a lot here, to get quickly to my point, but I recommend reading this directly from The Tipping Point if you are interested.) It worked. 1. 2. Are you ready to benefit from reverse mentoring? There are several companies that have been using reverse mentoring programmes for years, and with very good results in terms of Millennials' satisfaction and bridging generational gaps. I recently submitted my MA's dissertation on that topic and one of my paramount findings was that the majority of the Millennials that participated in my research encountered reverse mentoring very beneficial. But, what reverse mentoring refers to? It basically consist of pairing a top manager with a less experienced employee, acting the former as a mentee and the latter as a mentor.

Originally, these programmes were utilised to ‘train’ executives on technology issues but their scope is nowadays broader and covers communication styles, consumer behaviours, latest trends or diversity and inclusion issues (Chaudhuri and Ghosh, 2012; Marcinkus Murphy, 2012). What can we do to combat the above obstacles? We can start by adopting the following measures: STRATEGY: Kindness is Free. Measure Something. The ABC’s of Collaboration. (Editor’s Note: scroll down for graphical versions) In my book, Flat Army: Creating a Connected and Engaged Organization (Wiley) I define collaboration as follows: The unfettered allowance and encouragement of employees to both contribute and consume knowledge, insight or ideas with any direct relationship via professional or personal networks to achieve an outcome.

If we were to elaborate on the definition, we might suggest there are ‘The ABC’s of Collaboration’: Accessible – Be approachable & available to your team & those who expect your insight & opinions.Benevolent – To be disposed and to want to do good is a key part of being collaborative with others.Challenge – Groupthink does not equal collaboration. To challenge is to professionally debate by collaborating.Deliver – Be free from restraint while getting things done. Recognize that the team must demonstrate results.Embrace – To accept willingly. There are two infographic versions of “The ABC’s of Collaboration” found below. The Top Six Leadership Behaviours - Invoke Results. What are the leadership behaviours that have been proven to enhance performance and retain talent? The Full Range Leadership model (Bass & Avolio) has the answers. I’ve been a fan of MLQ Leadership Assessments since first coming across them in 2006 and can bare testament to the number of successful leadership development journeys people who have taken the assessments have taken.

For some, the assessment helped them tweak their behaviours to get the most from their teams. For others it was a wake up call that, once heeded, helped them stem the flow of talent leaving their business. The Full Range Leadership Model For those not familiar with the model it’s shown below (courtesy of MLQ International): 1. The first of the ‘Transformational Leadership Behaviours’ is Building Trust. Instilling pride in people for being associated with you;Going beyond your self-interest for the good of the group;Acting in ways that builds others” respect for you;Displaying a sense of power and confidence. 2. 3. 10 Behaviors That Distinguish Purposeful Leaders. 10 business tactics that will be dead in 5 years. 24 Charts Of Leadership Styles Around The World... Career Management - Seven Traits of an Effective Marketing Leader.

6 questions that bring clarity to an organization. Why Carving Out 5 Hours Every Day For Difficult Work Can Lead To Greatness. Time Management Tips - Time Management Tips for ADHD. Leadership Is All About Serving Others. Making Your Employees Happy Could Save You Millions. Here’s Why. - Jay - SLR Mar 2012.pdf. I Love WIG’s — Wildly Important Goals | Cube Rules. Checklist: Are you doing these five things to be more effective at work.

Business Leader Attribute Quiz: Based on GLOBE research. A 1000-Word Precis: GLOBE Research & Key Findings. Multifactor Leadership Questionnaire (MLQ) Main page - Mind Garden, Inc. Leadership Styles - Leadership Skills From MindTools. Five Leadership Styles: Which Style Are You? » Bill Zipp. Leadership and management styles: the “prêt-à-porter” collection | Leader Syndrome. Skills-qualities-assessment.pdf.