Culture

Culture, Global HR

3 Steps to Creating a Culture That Will Resonate Anywhere and Everywhere

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Building a strong, global culture seems an obvious step in ensuring company success. But it can be easy to become lazy about your culture, assuming it will continue along well without intervention or oversight.

This is simply not true. As I’ve said before, culture is like a bonsai tree. It can take years to shape and grow into what you want, but mere seconds to destroy.

Today, I’m sharing wisdom from three executives who know of what they speak on the topic of company culture. Together, they lay out the three steps needed to create and maintain the culture you need to achieve your success objectives. Read more…

Culture

Building a “Boston Strong” (and Resilient) Business Culture

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With a global focus on the 2014 Boston Marathon, we take time to remember those impacted by the events of the 2013 Marathon. It is important to always remember the countless examples of courage, support, and life-saving heroics.

One example of the many organizations providing support at the 2013 Marathon was the American Red Cross. As soon as the devastating events occurred at the 2013 Boston Marathon finish line, the Red Cross was able to instantly convert some of their standard runner first aid stations used for the race into triage centers to support those impacted.

The courage demonstrated by individuals, first responder organizations, and the immediate aid from groups like the American Red Cross is a testimony to the importance of resilience in any situation. Resilience at both the individual and organizational level is vital in times of crisis. Read more…

Culture

5 Steps to Align Culture to Get Your Employee’s Strategic Buy-In

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Culture eats strategy… strategy trumps culture… on which side of the culture/strategy divide do you fall?

I’ve written about this before, and I tend to side with culture – primarily because culture drives the behaviors of individuals who are the one that achieve your strategy (or not). But culture is the driving force.

Regardless of where you stand, it’s undeniable culture and strategy are deeply intertwined in organizations large and small, global or local, public or private, for-profit or non-profit. Read more…

Culture, Leadership

The Importance of Trust: It Makes Your Culture “Change Ready”

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What is the level of trust in your culture? What do employees think of senior management?

Research says that only 49 percent of employees trust senior management. The scores for CEO’s are even more dismal; 28 percent of surveyed employees felt the CEO was a credible source of information.

Trust promotes creativity, conflict management, empowerment, teamwork, and leadership during times of uncertainty and change. A culture of trust is a valuable asset for any organization that nurtures and develops it. Read more…

Culture

Living the Brand: Infusing Employees With a Greater Purpose

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This is from China Gorman:

I love Southwest! ‪#‎SWA‬. The pilot of our flight to Orlando just approached them sitting next to me with two extreme special needs boys (4 and 6 years old) to ask if the boys wanted to board first and get their pictures taken in the cockpit before everyone else boards. The pilot was just walking through the boarding area, noticed the family and asked. Really. One of the many reasons I give Southwest my corporate and personal business.”

And this was one of the comments in response, from Gerry Crispin: Read more…

Culture, Leadership

Building The Big T — Why It’s Critical That You Can Trust Your Team

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How do you develop the level of trust in your employees that’s required to inspire productivity and empowerment? I believe it starts with self-awareness.

If your organization suffers from low productivity, don’t automatically blame your employees; take a look at yourself first.

If you don’t trust your people to do their jobs well, ask why. Did you make poor choices when you hired them? Are you still learning how to maximize their skills and abilities? Read more…

Culture, Leadership

Why Your CEO Must Also Be the Company’s Chief Culture Officer, Too

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Whether your business is large or small, if you are the CEO, you are also the CCO — the Chief Cultural Officer.

Culture matters. It is what makes the difference between a thriving, profitable, and growing business and one that is lethargic and struggling.

The CCO who takes on the creating, shaping, and development of the company’s culture will see a highly productive and happy workforce who produce significant bottom line results. Read more…

Culture, HR Insights

The Price of Principles: What Do They Say About a Company’s Culture?

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The New York Times published an article about yet another successful, high profile sports coach who has been caught lying about his credentials.

Times writer Juliet Macur interviewed Manhattan College men’s basketball Coach Steve Masiello a few days prior to the revelation that he had lied about having a college degree. He got caught, as others have, with a background check as he started a new job.

During the interview, Masiello preached accountability and described how he had learned the importance of accountability from an early mentor.

So my question is, “what, really, is accountability,” and “to whom is one accountable?” Read more…

Culture, Rewards & Recognition

The Challenges in Merging Different Company Cultures

Mergers

Mercer periodically puts out terrific infographics summarizing research around a particular topic. The most recent is “People Issues Affect M&A Transactions More Than Ever” (see it below or click through here).

Notice in particular the last two charts showing how neglected company culture is during M&A, with these two major takeaways.

1. Culture most neglected across the board

The red chart shows nearly all regions of the world agree culture is largely ignored during the M&A process. This is detrimental not only post-M&A, but during as well. Read more…

Culture

Creating a Successful Work Culture For ALL Generations

Generations at Work

During his many years of working with groups around the world, Stephen R. Covey (best-selling author of The 7 Habits of Highly Effective People) had the incredible opportunity to personally observe how organizations best leverage the unique contributions of everyone in the workforce, regardless of their age, generation or style.

After studying a wide-range of diverse groups including Non-Governmental Organizations (NGOs) such as Grameen Bank, and global organizations like Marriott International, Covey found that an important step in building and sustaining long-term results required the thoughtful process of creating guiding principles.

These principles provide organizations and all employees with a baseline which provides clarity around performance and results. Read more…