Culture Transformation: Purpose, Passion, Path
By Phil Geldart
4/5
()
About this ebook
How and where to start
Measuring the impact
The role of leadership
How to change behavior
The importance of conviction
Who should do what
The role of HR
and substantially more...
The book also includes an action planning workbook with the 30 most crucial questions to address in order to ensure success.
Read more from Phil Geldart
The Seven Cornerstones of Teamwork Rating: 0 out of 5 stars0 ratingsThe Leader's Triad: The Power of Clarity, Team and the Individual Rating: 0 out of 5 stars0 ratingsLead Yourself Lead Others: Eight Principles of Leadership Rating: 0 out of 5 stars0 ratings
Related to Culture Transformation
Related ebooks
Culture Renovation: 18 Leadership Actions to Build an Unshakeable Company Rating: 5 out of 5 stars5/5From CULTURE to CULTURE: The System to Define, Implement, Measure, and Improve Your Company Culture Rating: 5 out of 5 stars5/5The Culturepreneur Rating: 0 out of 5 stars0 ratingsPurpose Driven People: Creating business agility and sustainable growth Rating: 0 out of 5 stars0 ratingsCulture Eats Strategy for Lunch: The Secret of Extraordinary Results, Igniting the Passion Within Rating: 4 out of 5 stars4/5Change the Culture, Change the Game (Review and Analysis of Connors and Smith's Book) Rating: 5 out of 5 stars5/5Change (the) Management: Why We as Leaders Must Change for the Change to Last Rating: 0 out of 5 stars0 ratingsCorporate Superpower: Cultivating A Winning Culture For Your Business Rating: 0 out of 5 stars0 ratingsLeadership & Organizational Culture: A Multi-Step Program for Success Rating: 0 out of 5 stars0 ratingsLeading Meaningful Change: Capturing the Hearts, Minds, and Souls of the People You Lead, Work With, and Serve Rating: 0 out of 5 stars0 ratingsThe Employee Experience: How to Attract Talent, Retain Top Performers, and Drive Results Rating: 0 out of 5 stars0 ratingsBuild It: The Rebel Playbook for World-Class Employee Engagement Rating: 0 out of 5 stars0 ratingsHow to Design an Effective System for Developing Managers and Executives Rating: 0 out of 5 stars0 ratingsReCulturing: Design Your Company Culture to Connect with Strategy and Purpose for Lasting Success Rating: 4 out of 5 stars4/5Measuring Leadership Development: Quantify Your Program's Impact and ROI on Organizational Performance Rating: 2 out of 5 stars2/5People Strategy - The Revolution: Harnessing the Power of People to Build and Sustain Extraordinary Organizations Rating: 0 out of 5 stars0 ratingsThe Culture Fix: Bring Your Culture Alive, Make It Thrive, and Use It to Drive Performance Rating: 0 out of 5 stars0 ratingsThe Science of Organizational Change: How Leaders Set Strategy, Change Behavior, and Create an Agile Culture Rating: 0 out of 5 stars0 ratingsThe Cultural Fit Factor: Creating an Employment Brand That Attracts, Retains, and Repels the Right Employees Rating: 0 out of 5 stars0 ratingsThe Talent Equation: Big Data Lessons for Navigating the Skills Gap and Building a Competitive Workforce Rating: 0 out of 5 stars0 ratingsThe Employee Experience: A Capstone Guide to Peak Performance Rating: 5 out of 5 stars5/5Human Resource Excellence: An Assessment of Strategies and Trends Rating: 0 out of 5 stars0 ratingsThe Future Workplace Experience: 10 Rules For Mastering Disruption in Recruiting and Engaging Employees Rating: 5 out of 5 stars5/5The Executive Guide to High-Impact Talent Management: Powerful Tools for Leveraging a Changing Workforce Rating: 0 out of 5 stars0 ratingsThe Engaged Hiring Process: A Simple Plan to Help You Hire the Best Rating: 0 out of 5 stars0 ratingsSuccession Planning A Complete Guide - 2020 Edition Rating: 0 out of 5 stars0 ratingsResilience That Works: Eight Practices for Leadership and Life Rating: 0 out of 5 stars0 ratingsBuilding Corporate Soul: Powering Culture & Success with the Soul System™ Rating: 0 out of 5 stars0 ratings
Business Communication For You
Talk Like TED: The 9 Public-Speaking Secrets of the World's Top Minds Rating: 4 out of 5 stars4/5How to Talk to Anyone: 27 Ways to Charm, Banter, Attract, & Captivate Rating: 4 out of 5 stars4/5Never Split the Difference: Negotiating As If Your Life Depended On It Rating: 4 out of 5 stars4/5Talk Less, Say More: Three Habits to Influence Others and Make Things Happen Rating: 4 out of 5 stars4/5Get to the Point!: Sharpen Your Message and Make Your Words Matter Rating: 5 out of 5 stars5/5How To Start A Conversation And Make Friends: Revised And Updated Rating: 4 out of 5 stars4/5Think Faster, Talk Smarter: How to Speak Successfully When You're Put on the Spot Rating: 5 out of 5 stars5/5The First Minute: How to start conversations that get results Rating: 5 out of 5 stars5/5Storyworthy: Engage, Teach, Persuade, and Change Your Life through the Power of Storytelling Rating: 5 out of 5 stars5/5Crucial Conversations: Tools for Talking When Stakes are High, Third Edition Rating: 4 out of 5 stars4/5On Writing Well, 30th Anniversary Edition: An Informal Guide to Writing Nonfiction Rating: 4 out of 5 stars4/5How to Win Friends and Influence People in the Digital Age Rating: 4 out of 5 stars4/5The Emotional Intelligence Quick Book: Everything You Need to Know to Put Your EQ to Work Rating: 4 out of 5 stars4/5The Art of Public Speaking Rating: 4 out of 5 stars4/5You Can Negotiate Anything: The Groundbreaking Original Guide to Negotiation Rating: 4 out of 5 stars4/5Emotional Intelligence 2.0 by Travis Bradberry and Jean Greaves: Cheat Sheet Rating: 4 out of 5 stars4/5Communicating at Work Rating: 3 out of 5 stars3/5Robert's Rules Of Order Rating: 5 out of 5 stars5/5EQ Applied: The Real-World Guide to Emotional Intelligence Rating: 5 out of 5 stars5/5Liespotting: Proven Techniques to Detect Deception Rating: 4 out of 5 stars4/5Crucial Conversations Tools for Talking When Stakes Are High, Second Edition Rating: 4 out of 5 stars4/5How to Win Friends and Influence People by Dale Carnegie: Summary and Analysis Rating: 5 out of 5 stars5/5
Reviews for Culture Transformation
1 rating0 reviews
Book preview
Culture Transformation - Phil Geldart
Geldart
What is Culture, Exactly?
When we look at the culture of an organization we are actually looking at the sum total of the behaviors of all the employees. The corporate culture may have a place in a strategic document somewhere, or be on posters on the walls, but really the culture is defined by what the people of the organization do.
It’s not sufficient to know what the people in the organization do in general. Culture is more closely aligned to what the people do in particular: that is, in times of stress, at the time of an acquisition, or when the organization is in transition in some fashion. The behavior of the people at these times is what really defines a corporate culture.
It’s important to realize that a corporate culture is itself a collection of many cultures.
For example, there may be a certain approach to customer service, there may be a unique way of dealing with projects or requests, there may be a specific way of dealing with quality. Each of these areas represents an approach that people adopt, and when taken together define a culture.
When we think about corporate culture we are really thinking about the way in which each of these aspects of the company is handled, and therefore in their aggregate how the company is defined.
This is critical to understand when we begin to think about culture transformation. A company may not need an entire culture transformation, rather it may only need a transformation in one area; for example, in the area of customer service, or innovation, or in sales.
The Difference Between Mission, Culture, and Values
Organizations begin with a Mission, or Vision. These terms are often used interchangeably, which is fine. Essentially the mission, or vision, states the organization’s reason for being. It is a summary which clearly captures the charter
under which the leadership of the company operates; it is a statement of the why
the organization exists.
The culture of a company is how the organization brings that mission to life.
Culture is the sum total of all the behaviors of the individuals working within that organization. It reflects how they solve problems, how they interact with each other, and how they simply get things done. The operative word here is how.
A culture defines what I’d feel if I joined that organization and had to work there. The things people do (the how’s
) create in me a sense of how I feel things are done here.
Culture is sometimes easy to articulate (here everyone works long hours
), and sometimes not so easy (here we just seem to rely a lot on one another
). Either way, those working in that environment get a feel
for how things are done. They may like it, or not; but either way, they are clear on what it is, and can describe it in some fashion.
Values, on the other hand, often provide the basis on which a culture is built. The value
of everyone is important
drives an empowering culture. The value
of trust experienced leadership above all
drives a more hierarchical culture. The value
of integrity
will drive an accountable culture; the value of respect for an individual’s worth
will drive a culture of greater freedom of action.
Clearly an organization’s culture is far more complex than just one or two principles, driven by one or two values. Rather it is the sum total of many factors, all in varying degrees.
The key thing, though, is to distinguish between mission, culture, and values. They are different, but mutually dependent; and yet all facets of an organization’s identity.
Mission sets the direction, culture describes how the mission is achieved, and values define what that culture will be.
When the focus becomes the transformation of a culture, it’s important to consider each of these aspects of the organization, and the relative weight of each; then from that perspective determine how best, and what, to alter in order to ensure the newly transformed culture is what’s wanted, sustainable, and carrying no unforeseen consequences.
Where are We Now?
A transformation of corporate culture must begin with a clear understanding of where the culture is now. There has to be a reason for the organization to want to change the culture in some way, and the more clearly this reason can be articulated the easier it will be to change it.
When taking steps to define the current culture, there are many tools available, as outlined below; but the more important thing is to focus less on the tools, and more on the outcome from using those tools.
Employees who are giving input on the culture, whether they are senior or more junior, need to understand the reason their input is being requested. When seeking input the organization must be willing to encourage an honest and open perspective, allowing others to share exactly how they feel. The reason for this is that if the objective is to change the culture, specific things will need to change. Culture change is not something which occurs in the abstract, but is rather the result of very specific actions.
I mentioned earlier that culture is the sum total of the behaviors of the employees. If that culture is to be changed then behaviors of individuals must change. If the behavior is to change then it must change from something it now is, to something else. In order for this to happen it begins with understanding clearly what the from
is, before articulating what the to
should be.
Understanding this comes from the information which is gathered before the culture transformation begins. When