“A culture is made—or destroyed—by its articulate voices.” ~ Ayn Rand
As an organizational leader, you can consider yourself to be a “cultural architect.” It is your job to create and sustain culture in an organization. Yet shaping the culture can, at times, be a heavy burden to carry.
Your organization’s culture is the foundation upon which your results sit. A weak, dysfunctional or misaligned culture will usually yield poor results. A strong, high-functioning, well-aligned culture, on the other hand, will typically bind people together to produce amazing results.
Organizational culture is generally defined as the values, beliefs, symbols and norms people follow in the execution of an organization’s day-to-day business transactions. It shows up in behaviors that are considered acceptable and unacceptable — behaviors that begin and end with the attitudes and actions of leadership.
6 Phases of Construction for Building Culture
So, as leaders, you can choose to either build a high-performance culture or allow a variety of destructive forces to tear down your culture. If we look at the raising up of an effective culture as a construction project, here are six phases of the job that you’ll need to complete:
1. Goal setting: The building plans. Every construction project begins with a plan, right? In the same vein, leaders must set specific goals to drive success and point people in the right direction. Goals can be thought of as the overall plan for what needs to be accomplished during a given period in order to achieve key organizational objectives.
To ensure buy-in and line-of-sight, be sure to allow employees plenty of input in establishing their own short- and long-term goals. In addition, ensure objectives are put in writing using the “SMART” criteria (Specific, Measurable, Actionable, Realistic and Time-bound), prioritized and regularly evaluated.
2. Expectation setting: The pre-project meeting. Before most construction projects, the contractor sits down with his project manager and workers and goes over the building plans. Why? Because putting something down on paper isn’t enough — expectations must be established. Clarify items such as:
Clear expectations are as important as the goals you set. In fact, research has shown that a lack of clear expectations is often the root cause of poor performance. Expectations can be thought of as the “means” or how one achieves his or her goals. Expectations set the boundaries of behavior so people can “play big” and “play fair” as they work to achieve their goals.
3. Continuous feedback and coaching: “The barking foreman.” When many of us think of a construction project in progress, we might think of workers clambering about a half-built structure, pounding hammers and carrying different building elements. But we may also picture a foreman or project manager walking around, barking orders to the hardworking crew.
Now the barking part isn’t advisable in most work environments. But your busy workers do need effective systems in place for determining whether they’re making progress and meeting stated goals and expectations. A few ideas might be:
Other key factors are verbal feedback and an open, two-way dialogue.
Leaders must create a feedback-rich environment where employees know where they stand. Course-correction feedback (when an employee has drifted too far from the goal) and acknowledgment and praise (for progress and momentum in achieving the goal) are equally important. In fact, studies have shown that a 5:1 ratio of positive interactions/feedback to negative promotes the most effective self-development and performance.
In short, communication is critical to creating and maintaining a high-performance culture. Leaders are visible, caring individuals who provide “state of the organization” information regularly and don’t shield employees from bad news. They share expectations, provide feedback and acknowledge strengths. High-performing cultures manage to strike a balance of both quality and quantity of information communicated.
4. Development: Raising the roof. As a construction project nears its finish, the roof — either literally or figuratively — is raised. The property is being developed into something new, useful and exciting.
So should it be with employees. Leaders need to create and execute an ongoing process to develop staff members in their areas of strength and interest. The best managers/leaders find ways to make every day a “development day” for their people. Specific ideas include:
Leaders have these and many other methods at their disposal to grow, shape and engage employees while improving organizational performance.
5. Performance appraisals: The punch list. At the very end of a project, most contractors must complete a “punch list.” This is an itemized document reflecting precisely what needs to be finished to truly complete the project. Similarly, performance appraisals provide a summary at the end of a given term that lets employees know how well they’re meeting expectations and progressing toward their goals.
In terms of driving performance, however, an annual appraisal is your least effective tool. People want to know how they’re doing in the here and now, yet such appraisals focus largely on the past.
Performance comprises both results (what) and behavior (how). So, to do an appraisal right, you need to address both the “what” and the “how.” Set up appraisals on regular cycles and, of course, follow the golden rule: There should be no surprises! Always step in immediately when problems arise — don’t wait until the next appraisal.
6. Recognition and reward: Celebrating completion. The successful end of a construction project is generally referred to as “completion.” It’s something that contractors strive to reach efficiently and profitably. And, at least for large projects, they often celebrate when they get there successfully.
Encouragement and celebration in every organization are critical. Leaders must recognize progress as well as accomplishment of a goal, so employees know they’re on the right track and will keep striving for success. Recognition doesn’t have to be expensive. In fact, what distinguishes recognition from rewards is the use of “I” words that create “intrinsic” rewards, which tend to last longer and be more meaningful to employees than monetary or “extrinsic” rewards. Intrinsic rewards include things such as:
Another good approach might be to share success stories during staff meetings or events or in company e-mails or a newsletter (if you have one). Oral or written praise delivered in this manner can serve as a real morale booster to recipients.
Whereas recognition tends to be intangible, rewards are generally tangible. They include statues, company merchandise or plaques. Of course, rewards may also be financial — such as spot bonuses, merit raises or other monetary incentives. Remember, the more timely the recognition/reward is given, the stronger the connection to performance.
The Demolition Crew
e’ve listed above the six phases of building a positive culture. But what about the behaviors that can tear one down? These are just as important to identify when trying to make productive changes to your organization. As you endeavor to raise up your organization’s culture, watch out for the demolition crew:
Flawed character. Dishonesty, intentionally poor communication and blame can sabotage any culture.
Fear. Organizations that refuse to take any risks and that avoid problems and tough decisions typically don’t get far.
Unchecked power. If leaders have or need complete control over others, a culture won’t thrive. Employees will feel that collaboration is pointless.
Arrogance. Anyone with too much pride, who is unable to admit mistakes, ask for help or recognize the value of others, is more than likely a liability. These individuals can poison even the best-intentioned culture.
Ineffective coaches. At the end of every season, no matter what the sport, a number of coaches (or, in baseball, managers) are usually fired. Most of these individuals may not have been bad employees, per se. But, in their employers’ opinions, they failed to develop a winning environment for their players. This dilemma can apply to any type of organization — which doesn’t necessarily mean you should fire a bad coach, but he or she may need additional training or, in worst cases, reassignment.
YOU Are the Architect
Leaders play a key role in the process of creating a positive, high-performing culture. You are, in fact, the architect. Your behavior, attitude, language or jargon, style of dress, decision-making process, everyday work practices and strategic direction create the cultural blueprint for not only your employees, but also clients, suppliers and anyone else who comes in contact with your organization.
Thus, as a leader and architect, you’ve got to recognize the boundary lines of your existing culture, align your strategies accordingly and always be on the lookout for ways to improve it. For help assessing your culture, determining whether your leadership style/habits are aligned with your organization’s strategic objectives, and targeting effective improvements for the future, please contact us.
Three challenges of running a coaching business, and how to grow without taking on too much.
If you own a consulting/coaching business, chances are, your business is you. And there’s only so much one person can do! Even though I’ve been running a successful consulting business since 1999, I still have peaks and valleys. And, I work with a lot of really impressive coaches and I see them struggling with the same challenges. After some reflection, I’ve boiled it down to three main struggles:
How can we grow our business from surviving to thriving when there’s only so much of us to go around?
When I created LEAP® the Leadership Acceleration Program it was to fill a gap in leadership development offerings. What I didn’t realize was that having a packaged leadership development offering that targeted high-potential non-executives, also helped me with these three business challenges.
If you’ve been looking for something to help you grow but retain your sanity, LEAP might be the perfect program. We recently added 5 additional LEAP Certified Coaches in Washington (now we’re at 12) and we’re looking to expand the reach of LEAP in new markets outside of the Pacific Northwest. I would love to talk with you!
Our LEAP Coach Certifications happen 2-3 times per year. Learn more about the business model that makes this such an attractive program for coaches and consultants.
1. STOP – When you sense you’re being ‘triggered’ or know what your triggers are and want to interrupt the pattern so you’re not sucked into an emotional or ineffective response.
2. FOCUS on breathing. Get oxygen to the brain in order to function most effectively.
3. REFRAME the assumptions and REGAIN perspective. Work to suspend judgment and keep from jumping to conclusions. Be curious and move away from “right/wrong” thinking. Questions such as these will help:
Know someone who needs to beef up their emotional intelligence muscle? With LEAP, the Leadership Acceleration Program, we work with managers/leaders to do just that.
Remember that you think and therefore you feel. There are many choices when thinking about any given situation. By changing how you describe the event to yourself, you can alter how you feel. Use the scenarios below as a guide to identifying what's happening in a given situation and then practice changing your thinking about events. It will take work and practice before some of these skills begin to become more automatic. Challenging and examining thoughts can lead to increased emotional contentment and happiness.
Perceiving the world as black and white: Not everything in the world is right or wrong, or black or white. There are many grays and many choices. Some are partly right or a better, if not perfect, choice.
Perfectionism: Everyone makes mistakes. Only through failure can we learn. Edison tried many filaments to create the light bulb. It may have taken you many tries to learn to ride a bicycle.
Pleasing others: It is pleasant when others are pleased; however, it is not possible to please everyone. Not everyone is going to like you no matter what you do. The most important thing is to like YOU.
Catastrophising: It would be nice if everything were to go well, however, it often doesn’t. If negative things happen, it is very unfortunate and even sad, but it is not usually a catastrophe.
Dependency: Everyone can learn the skills necessary to be independent unless they have suffered a major stroke or other debilitating illness. Learning new things takes time and practice; however, the effort pays off in feeling more positive about oneself.
Collecting Blame: It is not possible to control other people’s behavior and decisions nor is it possible to resolve emotional issues for them. The only one you can change is yourself. It is possible to support others emotionally, to care about others, and to offer some assistance. It is not helpful to anyone if you become overly responsible or emotionally consumed by others.
Dwelling on the dangerous events in the world: Constantly thinking about the negative produces anxiety. Worry ahead is not helpful.
Labeling: Calling others names (you jerk) may be momentarily satisfying; however, this process maintains anger and depression. Describe the event rather than label. (He dropped the ice cream on the floor.)
Life Must Be Fair: It would be nice if things went our way. However, life is filled with unfairness and unfortunate events. The more important focus is how to cope with life when it isn’t what we want.
Know someone who needs to beef up their emotional intelligence muscle? With LEAP, the Leadership Acceleration Program, we work with managers/leaders on these very things.
One step to predictable and enhanced team performance is understanding the common characteristics of teams that achieve exceptional results. Characteristics of an HP team:
One of the best models we’ve seen for creating HP teams is from a book called “The Five Dysfunctions of a Team” by Patrick Lencioni.
Know someone who needs help creating and sustaining high performing teams? LEAP the Leadership Acceleration Program is the answer!
Excerpt from LEAP Module Goal Setting for Higher Performance
Set Goals at the Right Level
Setting goals at the correct level is a skill that is acquired by practice.
You should set goals so that they are slightly out of your immediate grasp, but not so far that there is no hope of achieving them: no-one will put serious effort into achieving a goal that they believe is unrealistic. However, remember that the belief that a goal is unrealistic may be incorrect.
Set Realistic Goals
Goals may be set unrealistically high for the following reasons:
Beware of Setting Goals Too Low
It’s important to be realistic and not set goals too high. Alternatively, goals can be set too low because of:
Personal factors such as tiredness, other commitments and the need for rest, etc. should also be taken into account when goals are set.
Excerpt from the LEAP Module: Goal Setting for Higher Performance
Set Performance Goals, Not Outcome Goals
Goals based on outcomes are extremely vulnerable to failure because of things beyond your control.
You should take care to set goals over which you have as much control as possible - there is nothing as dispiriting as failing to achieve a personal goal for reasons beyond your control such as bad business environments, poor judging, bad weather, injury, or just plain bad luck. Goals based on outcomes are extremely vulnerable to failure because of things beyond your control. This is very important.
If you base your goals on personal performance or skills or knowledge to be acquired, then you can keep control over the achievement of your goals and draw satisfaction from them. For example, you might achieve a personal best time in a race, but still be disqualified as a result of a poor judging decision. If you had set an outcome goal of being in the top three, then this will be a defeat. If you set a performance goal of achieving a particular time, then you will have achieved the goal and can draw satisfaction and self-confidence from its achievement.
Another flaw when setting goals, is where outcome goals are based on the rewards of achieving something, whether these are financial or are based on the recognition of colleagues. In early stages these will be highly motivating factors, however as they are achieved, the benefits of further achievement at the same level reduce. You will become progressively less motivated.
Read the 2nd principle of goal setting: Set Specific, Measurable Goals
Excerpt from the LEAP Module: Goal Setting for Higher Performance
Setting Goals Effectively
The way in which you set a goal strongly affects the effectiveness. The following broad guidelines apply to setting effective goals:
Important! You should note a number of general principles about goal setting:
LEAP is a 12-month, cohort-based leadership acceleration program that guides members in solving real-world problems and applying learning in the real environment every month. LEAP transforms managers into leaders capable of guiding teams to move their organization to the next level.
LEAP is measurable and documents the change in leadership confidence and competence over the course of the member's LEAP journey. Since the first cohort graduation in 2003, LEAP has proven so effective that it has been accredited for Masters Level College Credits.
Interested in making the LEAP from manager to leader? Join us for an informational webinar about LEAP® the Leadership Acceleration Program. Register at http://bit.ly/LEAPWebinar
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Lynda Silsbee is Founder and President of the Alliance for Leadership Acceleration. She has spent more than 30 years creating and leading high performance teams. Along with the other LEAP Certified Coaches, she reports that helping managers make the LEAP to leader is one of the most fulfilling aspects of her work.