Your business is your biggest project right now! June 2020 is your chance to develop a reopening plan that brings you front and center to gain new customers.Continue reading
Empower your employees, engage your customers, optimize your operations and transform your product. These are the four steps to give your customers the experience they want.Continue reading
About 70% of projects fail. The reasons typically can be traced back to three problematic areas: culture, strategy and project methods. These three elements form the foundation for your business. Preventing project failure starts with creating the right culture. This is arguably the most important element as it serves to provide a common lens for everyone to understand the purpose of the organization. Second, developing a robust business strategy is imperative as it is used to figure out “how” to address the problem you are trying to solve. Thirdly, the business methods used to carry out your business functions must create the roadmap for “what” you are doing to meet your business goals.
This interactive webinar is for leaders, project managers— or really anyone interested in improving project delivery effectiveness. I provide a step-by-step process to help you align culture, strategy and project management methods in your organizations. Be part of the 30% that succeeds!
In this webinar I will show you:
- How to identify key characteristics of culture, strategy and methods
- Understand the role of culture, strategy and methods in meeting business goals
- Create a culture, strategy and methods map
- Learn change management techniques that help promote alignment between these three elements
- Establish metrics to track progress towards alignment
– A 1.5 hour one-to-one session with Project Rescuers founder Carrie Elrick
– 5 Interactive Worksheets
– A go-live action plan
Sign up now for $299.00 + tax.
Book a team session:
Leaders + employee teams encouraged!
Group rate $199.00/pp
This webinar is aimed at leaders and influencers to develop an understanding of the role of culture in driving business outcomes and to create an action plan for their organization to develop the right culture.Continue reading
The Humancentric Culture
Workplace culture starts from the inside. Human beings desire to be connected, to fulfill their purpose and to add value. Enabling the humans in your workplace to fulfill these desires is essential for a leader in building up culture. The key to unlocking this process is in supporting a human’s desire for autonomy – the ability to determine one’s own means and methods to accomplish work goals. In every role and in every environment there is opportunity to support autonomy.
Authors Margaret Wheatley in her article “Goodbye, Command and Control ” and Daniel Pink’s “Drive” reinforce this idea that autonomy is a need for people at work. People are more likely to be engaged with work tasks when they experience their own reward by determining their own way to carry out tasks. Encouraging autonomy in the workplace can seem to leaders like opening a Pandora’s box: How will progress be tracked and measured? How will I know if people are doing their work?
Enabling a culture of autonomy may seem counter-intuitive to ensuring accountability and deliverables. However, intrinsic motivation works by enabling people to experience the rewards they naturally feel when they choose to engage in a particular behaviour. For example, I like to determine for myself when to engage in group process or when I work solo on an aspect of a project. I know when I should be in the office environment to engage with others and when working from home is best. When I am able to make this determination for myself and carry out my decision I feel engaged and energized about my work.
The hard part for leaders is to give up the control-and-command approach in favour of an environment that promotes self-determination. To enable this shift in culture, leaders can start with developing a better understanding of their own sense of what autonomy means to them in their work, their leadership style and what giving up the control-and-command approach would mean for them in practice.
Reinforcing the human side of workplace culture enables people to meet these three primary desires: to be connected, to have purpose and to add value. Creating a culture with these values underpinning the work means that leaders can trust that the people in their organization will be vested in carrying out tasks necessary to meet the desired business outcomes.
Driving change in an organization requires many tools and culture is one. Culture is generally defined as “the way we do things around here”. Authors, Katenbach,Oelschlegel and Thomas say culture is developed through mind sets, recurring behaviours and symbolic artifacts (https://www.strategy-business.com/feature/10-Principles-of-Organizational-Culture).
Culture is really the heart of the organization. This metaphor connotes the image of a pulse – the very essence of life. That is what culture is: the lifeblood of the organization where purpose lives.
The drivers of change in organizations flow from many different sources including regulation changes, technological improvements, market conditions, and scaling efforts. These changes introduce new variables into the system and, as Systems Theory tells us, a system seeks to maintain homeostasis. The system rejects these new inputs and seeks to correct the upset by returning to its former state.
Culture is a tool for bringing people through the change. Culture serves to reinforce the purpose of the company through the adoption of specific mind sets and recurring behaviours necessary for the company to achieve its strategic goals and desired business outcomes. Tactile signposts along the way serve to reinforce what employers want employees to think, feel and believe.
For a change manager, the first step is to raise awareness and desire for the change first with leaders, then with employees. Leadership sets the frame for the change in determining the mindset they want their people to develop. However, the most important factor to real change is behaviour. The saying goes “change behaviours and mind set follows”. Change managers work with leaders to identify how their behaviours create the mindset and what recurring behaviours are necessary to achieve the strategic goals.
Culture embodies the organization’s purpose and creates the emotional responses in how and what employees think, feel and believe at work. Working with leaders to develop a culture that is aligned with the strategic goals of the organization raises an awareness and desire for change. Understanding the important role culture plays in business outcomes incentivizes leaders to examine their role in creating the right cultural frame for employees.
Nudging is an interesting concept I talk about in my workshops on changing organizational culture. Nudging theory was developed by economists Thayer and Sunstein in 2008. A nudge is defined as an action “influencing behaviour without coercion”. Nudges are not tied to financial incentives but rather they direct choices towards optimal behaviours.
I am fascinated by the concept of nudging as it blends behavioural science, behavioural economics and political theory. Do we really have free will? Well, that’s a good question and one I would love to debate!
As far as developing the leadership tool box goes, nudging makes sense in the workplace. Culture is constructed by keystone behaviors – recurring behaviors that trigger other behaviours. An effective method to cue teams to adopt a desired behaviour is through a nudge. A commonly cited example is the placement of fruit at the front of the cashier line and the fries at the back nudges people to consider the healthier choice.
Nudges lead to changed behaviour which drives actions and outcomes that affect the bottom line. The good news is that nudges, according to Thayer and Sunstein, ought to be easy and inexpensive so developing a nudge in your workplace is something everyone can do.
What is the “fruit choice“ in your organization? What behaviours are you trying to encourage and what would a nudge look like?
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