Can workplace culture be designed? That’s the question I always get when I tell people what I do for a living. People still think that culture is something that just happens organically.
A recent study by Glassdoor shows that companies with a strong culture outperform the Standard & Poor’s 500 index, delivering almost twice the gain. Glassdoor also declared 2020 as the beginning of a culture-first decade for organizations.
Every company has a culture, either by default or by design. However, successful cultures don’t happen by accident; they are purposefully designed and built. Here’s how:
Design Thinking revolutionized the way organizations solve problems and develop new products and solutions. …
How do you get teams working as well as they used to? How do you deal with issues that are being amplified by virtual distance?
Your culture depends heavily on connection and collaboration. However, the COVID-19 health crisis has forced most people to work remotely without the right preparation. Business as usual is a death sentence; keeping the culture alive while working remotely requires a new approach.
Make it okay for your team members to express how they feel. That people continue doing their jobs doesn’t mean that they are not struggling deep inside.
It’s okay for people to feel anxious, sad, lost, afraid of uncertainty, worried about losing their jobs, or a loved one. The list goes on and on. In the past few weeks, I facilitated tens of online sessions with teams and I observed a common theme: people are grieving. …
Leadership is the art of making choices. Saying ‘yes’ is easy and comfortable, but what we say ‘no’ to defines our success. Great leaders know when to make sacrifices to stay focused.
Imagine taking over a tech company that’s losing money because sales are down. Will you choose to launch more products or cut the innovation pipeline by 70%?
That’s the dilemma Steve Jobs faced when he returned to Apple in 1997. The company’s sales plummeted by 30 percent during the final quarter of 1996. Apple was on the brink of failure.
Steve Jobs would turn around the company he founded, but first, he had to make some tough choices. Jobs reduced the number of Apple products by 70 percent. Among the casualties was the Newton — a favorite of former CEO John Sculley. …
Everyone acknowledges that Airbnb has disrupted the hospitality industry. However, what makes this company so unique is its obsession with culture. Speak to any Airbnb employee about what makes the company special, and they’ll answer “the culture.”
It all started back in 2012 by the advice Peter Thiel gave the founders after investing $150M in Airbnb.
“Don’t fuck up the culture.”
Co-Founder and CEO Brian Chesky was caught by surprise by those words.
Thiel explained that one of the key reasons he invested in Airbnb was the culture. …
We tend to think of disengagement as an individual problem, solvable by coaching, having the right managers, or defining engagement goals — the list goes on.
But evidence is mounting that to solve disengagement, you don’t need to fix the individual, but the culture. According to research, companies with high disengagement are 40x less likely to be considered a great place to work.
Take note: lack of participation is not an individual problem. If people aren’t speaking up, blame your company culture.
Even those who are naturally more inclined to raise ideas or ask questions may not do so if they fear being ignored or punished, research shows. …
Most people don’t know what they don’t know. Psychologists Rozenblit and Keil coined the term ‘the illusion of explanatory depth’ to describe this phenomenon.
We all believe we know more (about ourselves) than we actually do.
My point is not to make you feel bad, but to invite you to reflect on what guides your life: your values. Most people are clueless about theirs. Even if you are clear on what you stand for, read on. Take a few minutes to revisit your values.
We all have something that we stand for. However, most values were ‘imposed’ to us. We inherited our religion, political affiliation, our idea of building relationships -even our favorite sports team- from our parents. …
One of the most common misconceptions about purpose is that it’s something squishy and weak, that it’s only for lighthearted organizations. This couldn’t be further from the trust.
Being a purpose-driven organization is not about having a feel-good culture, but about solving complex problems. People want to be challenged. They want to be part of something bigger than themselves.
Having a clear purpose comes at a price, however. Strategy is, after all, the art of sacrifice. And these words reign true even when it comes to your company culture. …
Giving feedback is a gift that helps people learn and grow. When practiced as a team, it fosters collaboration — not just learning.
Collective feedback encourages people to focus on the outcomes as a team. They celebrate success and address failure as one, rather than focusing on who to reward or blame.
Here are five methods to help your team approach giving and receiving feedback as one.
Regular agile retrospectives are a fast and effective way for teams to improve their performance.
An agile retrospective is a short meeting to reflect on a project. It could happen once the project is completed or after a specific stage. …
The way of the changemaker is the most rewarding yet challenging path you can choose. The future looks bright ahead but the journey is messy and lonely.
“A change agent is a person who cannot help but to improve things. It’s like an addiction or a habit.” — Henrik Kniberg
I’ve always enjoyed the thrill of uphill battles — both as a former CEO and now as a change coach. That’s why I find it intriguing when I hear change agents complaining about how hard their job is. Especially, because that’s becoming a growing trend.
That you are in charge of driving change doesn’t give you any special privilege. It doesn’t guarantee your success either. Being a change agent is something you earn, not a title that is given by someone else. …
If you want to change fast, do it alone. If you want to create long-lasting change, do it together.
Nupedia, the precursor to Wikipedia, was a failure. The organization was designed with a top-down approach. There were seven-stage review processes and endless committees.
This command-and-control culture made it impossible to do any work at Nupedia.
Jimmy Wales, the catalyst behind Wikipedia, took a different route. He understood that long-lasting change is built by a group, not by one person.
In Wikipedia, a large team of collaborators runs the operation, not the CEO. They all change and evolve together.
By implementing an editing policy based on trust, Wales was able to build a decentralized, successful company. He created the vision and then stepped back. …