Social Animal: #9--Culture

Culture: The author gives us a workable definition of culture: “…a collection of habits, practices, beliefs, arguments and tensions that regulates and guides human life…we are embedded in the ‘scaffold of culture’” (p. 148-9). While personal characteristics are very important to one’s success, the context in which people live and work also plays a large role in their cultural success. On a personal level, ambitious people are driven—some by fear, talent, and practice. Often, just committing to a goal will make the difference between high and low achievers. Research on highly successful CEOs showed that MBAs and folks with law degrees fared no better than people with a college degree. The traits that most accurately predicted success were the ability to organize and execute. On a larger cultural scale, Westerners focus on individuals taking action in any given situation, whereas Easterners (Asians) focus on context and relationships. Fifty-four percent (54%) of Asian Americans will graduate from college whereas native-born white Americans graduate at a rate of 34% (for ages 25-29). Cultures within cultures make a difference.

A Leap of Reason: Post #4 - Culture

Culture is the Key: Managing outcomes successfully requires a leader with courage who’s willing to develop a culture of performance appraisal.
a. “An organization’s culture has a huge impact on whether the organization can achieve what it hopes to for those it serves.
b. The best way to influence culture is to recruit and retain top talent whose values and skills match the culture to which you aspire.
c. Take time to flesh out your guiding principles, and do what it takes to make them more than just slogans on the wall above the water cooler.”

The Three Laws of Performance

The Three Laws of Performance By Steve Zaffron and Dave Logan (Jossey-Bass, 2009)

Of the many books written about change, my thinking and executive coaching has been most impacted by the book The Three Laws of Performance by Steve Zaffron and David Logan (2009). The book’s basic premise is that you can change how people (and organizations) perform by understanding the role language plays. I strongly suggest that if your organization is feeling a little sluggish, sometimes uninspired, or even stuck, you read this book. Next, get relevant folks to read it, and then get them all in a room to talk about how it can apply directly to your organization. If people are honest and want a different future, then watch your organization’s world change!

THE TWO WOLVES
Before outlining the key sections of The Three Laws, I’d like to begin with an old
well- known Cherokee story that the authors tell in the later part of the book. I especially like this story because I think it summarizes, in a story, the heart of this book Also, I could see myself having this conversation one day with Jake Diaz, my own grandson:

An old Cherokee chief is teaching his grandson about life:
“A fight is going on inside me,” he said to the boy. “It is a terrible fight between two wolves.
“One is evil—he is anger, envy, sorrow, regret, greed, arrogance, self-pity, guilt, resentment, inferiority, lies, false pride, superiority, self-doubt, and ego.
“The other is good—he is joy, peace, love, hope serenity, humility kindness, benevolence, empathy, generosity, truth, compassion, and faith.
“This is the same fight that is going on inside you—and inside every person, too.”

The grandson thought about it for a minute and then asked his grandfather, “Which wolf will win?”

The old chief simply replied, “The one you feed.”

Create a Culture of Candor

This the third and FINAL of several postings this week regarding the June issue of the Harvard Business Review.

What’s Needed Next: A Culture of Candor by James O’Toole and Warren Bennis (HBR June, 2008, 54-61)

According to the authors, in particular Warren Bennis, who is a world-class mind and Professor at USC, candor in organizations has always been and will be critical to those very organizations themselves. The authors say in a sidebar: Why Good People Do Bad Things: “….ethical problems in organizations originate not with a “few bad apples” but with the “barrel makers”—the leaders who, wittingly or not, create and maintain the systems in which participants are encouraged to do wrong.”

Their advice is simple and straight forward:

--Tell the truth. Leaders must tell people what they need to hear, not what they want to hear. A record of candor is the only standard.

--Encourage people to speak truth to power. Leaders must create systems that allow people to tell the truth without retribution, or no one will tell you when your pants are on fire!

--Reward Contrarians: Listen to all sides. Don’t dismiss people’s value just because they don’t agree and thank them.

--Practice having unpleasant conversations. Getting good at having truthful, respectful conversations that leave people undamaged is a skill that’s only learned by practice.

--Admit your mistakes. Give people permission to be human—just like you are.

--Build organizational support for transparency. Protect people who tell the truth (not only whistleblowers) but create a culture of candor.

--Set information free: Become a transparent organization and give everyone the data…unless there’s some compelling reason not to. Remember: The truth shall set you free!