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Vision: How do you communicate it effectively?

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At the heart of every successful organisation lies a compelling vision—a forward-looking statement that paints a vivid picture of the future the company aims to create. This vision serves as a guiding light, aligning every decision and action within the organisation with its fundamental purpose and objectives.

Maran, Baldegger, and Klösel (2022) conducted an extensive investigation across various industries, seeking to uncover the distinctive paths that successful leaders follow in shaping their organisations’ future. They found that clear and communicated visions, coupled with the empowerment of employees with autonomy, significantly contributed to improved team performance and goal achievement, particularly in fast-changing contexts.

If it is so impactful on team performance and goal achievement, how do you make sure you communicate your vision effectively?

  • Authenticity is key. To effectively convey your vision, you must genuinely believe in it. Authenticity fosters trust and credibility among your team members, making them more likely to embrace the vision as their own.
  • Storytelling is a powerful tool in this context. Sharing compelling stories that illustrate the impact of the vision can make it relatable and memorable for your employees. Stories can connect on an emotional level, making the vision more than just words on paper. See Nancy Duartes’s Storytelling Ted talk for further insight:
  • Use clear and simple language. Avoid jargon and complex terminology to ensure that every team member, regardless of their role or background, can understand and connect with the vision.
  • Consistency is key. Reiterate the vision consistently in various forums, such as company meetings, communication channels, and social media. Repetition helps keep the vision at the forefront of everyone’s minds.
  • Leading by example is essential. Demonstrate your commitment to the vision through your decisions and actions. When employees see you actively working toward the vision, it inspires them to do the same.
  • Involve your employees in refining the vision. This fosters a sense of ownership and ensures that the vision aligns with the aspirations of the entire team.

For actionable insights on how to bring your company’s vision to life and communicate it effectively, consider watching Fields Wicker-Miurin’s TED talk titled “Learning Leadership’s Missing Manual.” Although from 2009, this talk offers practical advice on leadership and vision-sharing, drawing from real-world examples of successful leaders.

Your vision is not just a statement; it’s a powerful force that can shape the future of your organisation. By communicating it authentically and engaging your team through compelling stories and clear language, you can ignite the commitment needed to turn your vision into a reality.

Reference List

Maran, T.K., Baldegger, U., & Klösel, K. (2022). Turning visions into results: Unraveling the distinctive paths of leading with vision and autonomy to goal achievement. Leadership & Organization Development Journal.

TED Talk Reference: Wicker-Miurin, F. (2009). Learning Leadership’s Missing Manual. TEDGlobal 2009.

Positive Leadership Behaviours: At every level of your organisation

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Positive leadership behaviours should not just be confined to those in leadership roles; it’s everyone’s business and includes behaviours such as proactivity, accountability, ownership, and emotional intelligence. When these qualities are embedded at every level of an organisation, you move towards a culture of high performance.

But what do you need to consider when looking to embed positive leadership behaviours across your organisation?

The “Leadership Shadow”

The “Leadership Shadow” represents a leader’s encompassing influence on an organisation’s culture and the collective behaviour of its employees, acting as an unseen force that moulds attitudes and practices within the workplace. This metaphor highlights the necessity for leaders to practice self-awareness and intentionality in their actions, decisions, and communication, as these elements collectively cast a ‘shadow’—positive or negative—across their teams and the broader organisational environment.

Leaders must recognise that their leadership shadow can unconsciously guide the behaviour of others and, therefore, must consciously engage in behaviours that promote a positive culture and drive the organisation towards its vision and values.

Intent-based leadership

Intent-based leadership is based on the belief that giving team members control over their decisions nurtures engagement and encourages innovation. By doing so, leaders not only empower individuals to make decisions but also encourage a collective sense of ownership and accountability. This model effectively turns every team member into a stakeholder in the company’s success, driving performance and satisfaction.

By being accountable, employees feel a stronger commitment to their tasks and outcomes, leading to higher levels of performance. Leaders can foster this environment through clear communication, setting expectations, and building trust.

You can learn more about this leadership approach here:

The Five Dimensions of Curiosity

Todd Kashdan’s curiosity model underlines the importance of fostering an environment where questions are encouraged and learning never stops. This mindset is critical for adapting to change and for personal and professional development. Leaders who prioritise curiosity and learning ensure their teams are always evolving, keeping pace with industry innovations and staying ahead of the curve.

To read a summary of this model and how it can apply to your organisation, click here https://toddkashdan.medium.com/what-are-the-five-dimensions-of-curiosity-7de73684d53a

When these models are combined, they create a powerful ripple effect across the entire business. Positive leadership behaviours can improve team dynamics, enhance productivity, and lead to better business outcomes. By implementing these practices, leaders can transform their teams and cultivate a high-performing, growth-oriented company culture.

Communication: How much weight our words really hold

Posted on by dc@tribuspeople.co.uk

Effective communication is a cornerstone of good leadership. It serves as the glue that holds a team together and is the key factor in any strategy’s success. But it is not easy. Often our words are misinterpreted, and our communication style does not seem to be effective. Why is this?

This blog will explore how much weight our words really hold, the link between power poses and our self-perception, and how you could improve your non-verbal communication.

Mehrabian (1971) conducted research to analyse the importance of body language when communicating emotions and how body language contributes to how likeable someone is. Mehrabian argued that nonverbal communication is inseparable from our feelings and emotions and that humans unconsciously reveal these things through several types of nonverbal communication, like facial expressions, eye contact, and vocal tone. They reported that only 7% of a message is conveyed through words, while 38% is communicated through tone of voice, and 55% through body language.

Importantly, when words do not align with tone and body language, the listener is more likely to trust the non-verbal cues over the verbal content. When you are giving feedback or trying to communicate with your colleagues, it is easy to focus on what to say rather than how it’s said. If your words do not match your body language, this misalignment can lead to misunderstandings and miscommunication.

What does your body language and tone of voice say? How can this be improved?

Amy Cuddy’s (2015) work extends this understanding by exploring how our body language not only communicates with others but also influences our own self-perception. Her concept of “power poses” suggests that adopting expansive postures can increase feelings of confidence and presence, which can significantly enhance your impact.

See Cuddy’s TedTalk for more information: www.ted.com/talks/amy_cuddy_your_body_language_may_shape_who_you_are

Try adopting Cuddy’s power pose into your day and see how changing your body language can convey confidence and openness. Not only have these poses been reported to reduce stress before critical interactions, but they also help to build an aura of approachability and trustworthiness, both useful when you want to communicate effectively with your colleagues and employees.

Communication is more than what you say, and it is easy to communicate ineffectively. But importantly, communication is a skill that can be analysed, adapted, and improved.

Reference List

Cuddy, A.J.C., 2015. Presence: Bringing Your Boldest Self to Your Biggest Challenges.

Mehrabian, A., 1971. Silent Messages.

Culture and Climate: Insights and strategies to enhance performance

Posted on by dc@tribuspeople.co.uk


Leadership within an organisation is significantly impacted by two key factors: culture and climate. Organisational culture is a foundation of shared values and practices, while organisational climate is about the everyday environment experienced by leaders and employees. Organisations that can grasp and utilise these aspects can improve their leadership and overall performance.

This blog will explore the critical interplay between organisational culture and climate, offering actionable insights and strategies to enhance leadership efficacy and overall performance within your company.

The Competing Values Framework (CVF) (Quinn & Rohrbaugh, 1983) provides a valuable perspective for understanding organisational culture, dividing it into four key areas: people, results, ideas, and processes. While companies may vary in their emphasis on each of these elements, it’s crucial to recognise that striving to excel in all areas simultaneously can be counterproductive. An organisation attempting to be everything to everyone risks losing its distinct identity and effectiveness. Where does your company sit on this framework? Where do you need to be to achieve the results you desire?

Understanding your organisation’s culture is imperative, but it can be an ethereal idea and be slow to change or implement. Therefore, organisational climate can be a good focus as it offers immediate opportunities for leadership enhancement. A positive climate fosters open communication, employee engagement, and a sense of purpose, all of which are essential for effective leadership. Leaders can directly influence climate through their actions, decisions, and the environment they create for their teams.

The Performance Climate System (PCS) model is instrumental in diagnosing and improving the organisational climate. It helps leaders understand the current state of their team’s environment and identify areas for improvement.

To enhance your organisational climate, actionable strategies tailored to the PCS model’s dimensions can drive impactful change:

  • Goals: Implement a goal-setting workshop where team members can collaboratively define and align on clear, measurable objectives that resonate with both individual roles and the company’s vision.
  • Roles: Develop a role-clarity matrix that delineates responsibilities, expectations, and growth paths for each position, ensuring every team member understands their contribution to the organisation’s success.
  • Process: Introduce process-mapping sessions that involve team members in optimising workflows, identifying inefficiencies, and establishing clear procedures for common tasks.
  • Adaptability: Set up challenges where teams have to solve unexpected problems on the spot. This encourages quick thinking and flexibility.
  • Connection: Organise events, team building days or activities to build trust and interpersonal connection
  • Resilience: Start ‘Comeback Conversations’ where team members share past challenges and how they overcame them, helping everyone learn resilience from each other’s experiences.

In the implementation phase, it’s crucial to set specific, measurable targets that align with the desired climate outcomes. Crafting detailed action plans and fostering active participation across the organisation ensures an aligned shift towards climate transformation. Leaders must not only endorse these initiatives but visibly lead by example, demonstrating the behaviours and attitudes that reflect the new climate standards.

Continual monitoring of climate interventions through the PCS model is key to understanding their effectiveness. This ongoing evaluation allows for adjustments that keep the momentum of positive change. To sustain these improvements, it’s essential to embed them into daily operations, ensuring that a positive climate becomes the norm, not the exception.

The journey to a thriving organisational climate is continuous and demands commitment at every level. With strategic implementation and diligent monitoring, the PCS model can guide leaders in cultivating an environment where excellence is nurtured, and innovation flourishes.

At Tribus People, we help build a positive workplace culture where good people thrive and align organisational and personal goals around a clear and shared vision of the future.

Reference List

Quinn, R.E. and Rohrbaugh, J., 1983. A Spatial Model of Effectiveness Criteria: Towards a Competing Values Approach to Organizational Analysis. Management Science, [e-journal] 29(3), pp.363-377.

Process and Procedure: The operational backbones of an organisation

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Processes and procedures form the operational backbone of an organisation. These systems are not just supportive frameworks but are foundational to sustained performance and achievement.

“We already have processes and procedures in place”

“If we become too process-heavy, we will risk losing out-of-the-box thinking and innovation”

Processes guide leaders and their teams toward their organisation’s goals, providing clarity and direction. This clarity is essential—it means that every team member understands their role and how it contributes to the broader mission, ensuring coordinated efforts and efficiency. When processes are clear, leaders are better equipped to strategically allocate their resources and steer their teams towards successful outcomes.

The Kaizen model

To introduce improvements to your process and procedures you can look at the Kaizen model, which entails continuous, incremental change that leads to major improvements (Imai, 1986). It’s a philosophy that dovetails with the need for clear processes by encouraging a culture of constant scrutiny and refinement. In organisations where Kaizen is practised, employees at every level are engaged in a continuous dialogue on how to better their work environment and outputs. This engagement not only drives efficiency and quality but also fosters a sense of ownership and collaboration, which are key factors for a high-performing workplace.

Google’s ‘20% time’

Google’s ‘20% time’ exemplifies how structured flexibility as part of the process can act as a catalyst for innovation (Google, 2004). By allocating time for employees to explore and develop new ideas within their work schedule, Google has managed to create an innovative environment that balances routine tasks with creative freedom. This balance is critical; it allows for the exploration of new ideas while maintaining the stability of core processes. The resultant innovations not only contribute to Google’s success but also enhance employee satisfaction and engagement, which are vital for a high-performing workplace.

Total Quality Management (TQM)

Total Quality Management (TQM) takes the notion of process improvement a step further by embedding it into the company’s culture (Deming, 1986). TQM is a comprehensive approach that involves every team member in the pursuit of quality and efficiency.

Famously Toyota utilised TQM to enhance every stage of production, from assembly line to customer service, to ensure superior product quality and customer satisfaction (Liker, 2004). This collective approach to managing quality ensures that improvement is not just a top-down directive but a shared goal. As employees become more engaged with the processes that drive their work, they gain a greater sense of purpose and contribute more meaningfully to the organisation’s objectives. TQM, therefore, not only leads to better processes but also to a more motivated and productive workforce.

The correlation between effective processes and high-performing workplaces is clear. From the clarity that well-defined procedures offer, to the innovative spirit fostered by policies like Google’s ‘20% time’ and the shared goals of TQM, it’s clear processes and procedures should not be a one-time practice, they should be continuously worked upon and improved to foster engagement and performance. 

Reference

Deming, W.E. (1986). Out of the Crisis. Massachusetts Institute of Technology, Center for Advanced Engineering Study.

Google. (2004). Google 2004 Founders’ Letter.

Imai, M. (1986). Kaizen: The Key to Japan’s Competitive Success. McGraw-Hill Education.

Liker, J.K. (2004). The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer. McGraw-Hill Education.

Succession Planning: Why is it important and how do you get it right?

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Succession planning is a vital component in the longevity and success of any organisation. It goes beyond simply having a backup plan; it’s about cultivating a culture of continuous leadership development and readiness.

This blog explores real-world examples of successful succession planning, explains the benefits of succession planning, and provides practical examples of how you can implement it within your organisation.

The succession plan of Apple, particularly during the transition from Steve Jobs to Tim Cook, stands as an example of strategic leadership continuity. Jobs’ unique vision and charisma had shaped Apple’s identity, making his departure a potentially destabilising factor. However, Apple’s meticulous succession planning, emphasising internal development, facilitated a smooth transition. Tim Cook, an integral part of Apple since 1998, was shaped for leadership, having assumed operational responsibilities during Jobs’ medical leave. This gradual transition, coupled with transparent communication and a commitment to retaining Apple’s core values, ensured stability.

Succession planning ensures leadership continuity and maintains operational and strategic course, but what else does it do?

  • Preserving institutional knowledge: As noted in Harvard Business Review by Charan, Drotter, and Noel (2011), succession planning safeguards an organisation’s accumulated wisdom and expertise, preventing the loss of critical business intelligence.
  • Encouragement of professional growth and development within the organisation: Burt, Knez, and Talmor (2009) observed a strong correlation between succession planning and enhanced career progression opportunities. This not only aids in employee motivation but also in building a robust internal talent pool.
  • Succession planning strengthens organisational resilience: As Charan, Drotter, and Noel (2011) articulate in “The Leadership Pipeline” an organisation equipped with a well-thought-out succession plan is better prepared to navigate market fluctuations and adapt to evolving industry landscapes.

Developing and implementing an effective succession plan involves several key steps, including:

1. Identify Critical Roles

Begin by identifying key positions crucial for organisational success, and outline the skills and competencies required for these roles. Understanding what makes these positions essential is the foundation of effective succession planning.

2. Develop Internal Talent

Assess current employees to pinpoint potential internal successors (Refer to Tribus People’s blog ‘The talent you have’ on how to do this effectively). Focus on their development through targeted training programmes, offering clear pathways for career advancement and leadership readiness.

3. Formalise the Succession Plan

Document the succession strategy, detailing the process of identifying and developing successors. Include timelines, development strategies, candidate criteria, and evaluation methods, ensuring the plan is adaptable to organisational changes.

4. Maintain Open Communication

Engage in transparent communication with all stakeholders, including potential successors and current leaders. Regular discussions and feedback regarding career development and succession plans are crucial for managing expectations and aligning with organisational goals.

5. Regularly Review and Update

The business landscape is dynamic; therefore, it’s vital to regularly revisit and update the succession plan. This ensures its relevance and effectiveness in aligning with evolving business strategies and talent pool changes.

Succession planning is a strategic imperative, not just a contingency plan. Senior leaders must embed succession planning into their strategic framework, recognising its critical role in ensuring leadership readiness and fostering a resilient, future-ready organisation.

Reference List

Burt, R. S., Knez, M., & Talmor, E. (2009). Professional Development and Organisational Succession Planning. Journal of Management Studies, 46(3), 461-478.

Charan, R., Drotter, S., & Noel, J. (2011). The Leadership Pipeline: How to Build the Leadership-Powered Company. Jossey-Bass.

Isaacson, W. (2011). Steve Jobs. Simon & Schuster.

McKinsey & Company. (2008). The War for Talent. McKinsey Quarterly.

Rothwell, W. J. (2010). Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within. AMACOM.

Tichy, N. M., & Sherman, S. (1993). Control Your Destiny or Someone Else Will: How Jack Welch is Making General Electric the World’s Most Competitive Company. HarperBusiness.

The Right People in the Right Roles: Have you got it right?

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In any company’s journey, having the right people in the right roles is vital. A strong team, where everyone knows their job and can do it well, is what drives a business forward.

But how do you know if you have it right?

This blog offers a straightforward look at how to understand your team’s strengths using the ‘3 Cs’ and ‘9 Box’ models. It will explore how to understand the talent you already have and how it fits into your company’s leadership journey.

To begin, it’s crucial to understand the skills and capabilities of your team. Consider the ‘3 Cs’ model: Clarity, Competency, and Commitment (Ohmae).

  1. Clarity: Does each team member know what they’re supposed to do?
  2. Competency: Are team members good at their jobs and have they received the right training?
  3. Commitment: Are they dedicated to their work and committed to the company?

Importantly, points 1 and 2 are your organisation’s responsibility and therefore can be improved upon. Rate each team member from 1 to 5 on these Cs. If scoring low on clarity or competency, address this through training, one to one’s, meetings or workshops. If commitment is low, consider the culture you have and if it’s supporting a diversity of thinking and backgrounds. However, it may be that someone is just no longer committed to the journey you’re on.

The 9-Box Model

Once you understand the 3 Cs, explore the 9-box model (GE McKinsey). This is a tool to help you establish who is ready for more responsibility and who might need more support. It’s important not to begin with the 9-box model before establishing competency and clarity, as you may classify someone as a low performer who just needs more clarity on their role or support to develop their skills.

By considering where people sit in this model, leaders and HR professionals can identify high-potential individuals who should be supported for leadership positions and offer targeted development programmes for those with untapped potential. Note: these models are a good starting point and should be caveated with the understanding that they can oversimplify the complexity of individual performance and potential.

The combined application of the 3 C’s and the 9-box model offers an informed perspective on your workforce’s current composition and identifies areas for growth.

Having the right people in the right roles ensures your organisation is supported by individual strengths, fostering a cohesive and efficient team that drives your organisation’s success.

At Tribus People, we utilise insights and data to help you understand the skills, competencies and capabilities you have, develop the leadership capabilities you need and find exceptional leaders.

References

GE, McKinsey. (1970). Nine box model.

Ohmae, K. (1982). The Mind Of The Strategist: The Art of Japanese Business. McGraw-Hill.

Leadership Development: Why is it Important?

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Effective leadership lies at the core of any successful organisation. It shapes the culture, drives innovation, and inspires teams to achieve.

However, leadership is not necessarily an innate ability. It’s a skill honed through deliberate effort and experience.

Leadership development programmes are structured initiatives designed to enhance the skills, knowledge, and effectiveness of individuals looking to show leadership behaviours within an organisation. Studies have demonstrated the tangible benefits of leadership development programmes. For instance, organisations that invest in such programmes report an average of 15% greater profitability than those that do not, highlighting the tangible impact of leadership development on overall success and financial performance (ASTD, 2012).

But what improvements can leadership development foster?

Enhancing Leadership Skills and Competencies

Investing in leadership development programmes enables individuals to acquire and refine essential leadership skills and competencies. Through targeted training, coaching, and mentoring, leaders can develop strategic thinking, effective communication, decision-making, and adaptability abilities. These skills empower leaders to navigate challenges, inspire their teams, and drive innovation (Avolio & Yammarino, 2013).

Enhancing Decision-Making and Problem-Solving

Strong leaders are capable decision-makers and effective problem-solvers. Leadership development programmes promote critical thinking, strategic planning, and analytical skills, enabling leaders to make informed decisions that align with the organisation’s goals. They learn to navigate complex challenges, identify opportunities, and inspire creative solutions.

Building a Strong Organisational Culture

Leadership sets the tone for the organisation’s culture. A robust leadership development strategy ensures that leaders embody and promote the desired values, vision, and mission. They become role models, influencing behaviours and fostering a positive, inclusive culture that attracts and retains top talent.

Empower Employee Development

Effective leaders prioritise the growth and development of their team members. Leadership development initiatives provide leaders with the tools and techniques to coach, mentor, and develop their employees. This investment in employee development not only strengthens the skills and capabilities of individuals but also builds a talent pool for future leadership positions.

Succession Planning

Investing in leadership development also invests in your succession plan. It provides the opportunity to train and develop future leaders (Rothwell, 2010).

Investing in leadership development nurtures growth, enhances existing leadership capabilities, and cultivates your future leaders.

At Tribus People, we turn good leaders into great ones and plug skills gaps. We support your rising stars and embed positive leadership behaviours throughout organisations.

Reference List

Association for Talent Development (ASTD). (2012). State of the Industry Report.

Avolio, B. J., & Yammarino, F. J. (Eds.). (2013). Transformational and Charismatic Leadership: The Road Ahead. Emerald Group Publishing.

Rothwell, W. J. (2010). Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within. AMACOM.

Psychological Safety: What is it, why is it important and how can you promote it?

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Psychological safety is an essential element that supports the bedrock of high-performing teams. It refers to an individual’s perception of the consequences of taking interpersonal risks. The concept gained prominence through the work of Amy Edmondson (1999), a professor at Harvard Business School, who found that psychological safety enables a culture where colleagues feel comfortable expressing themselves without fear of retribution.

McKinsey’s (2021) recent research corroborates this, suggesting that psychological safety hinges on the behaviours of leaders at all levels within an organisation. A positive team climate, where contributions are valued and well-being is prioritised, stands as the most important driver of psychological safety.

Clark (2020) outlines four stages of psychological safety: Inclusion Safety, where individuals feel accepted; Learner Safety, which allows individuals to engage in the learning process; Contributor Safety, where they contribute value; and Challenger Safety, empowering them to challenge the status quo without fear of retribution. The four stages of psychological safety can be used to assess the stage of psychological safety in your teams and organisation.

(Clark, 2020)

The workplace can be categorised into four quadrants based on psychological safety and performance standards (Edmondson, 2019). Low levels in both create an “apathy zone” with minimal engagement; high psychological safety but low-performance standards lead to a “comfort zone” where there’s little challenge or innovation. Conversely, high-performance demands paired with low psychological safety mark an “anxiety zone,” stifling communication and risking performance. The ideal “learning zone” features high standards and psychological safety, fostering an environment ripe for collaboration, learning, and high performance.

(Edmondson, 2019)

Further underpinning the importance of psychological safety, a study by Google, known as Project Aristotle, found that psychological safety was the most important factor that set successful teams apart from others. The research concluded that individuals on teams with higher psychological safety are less likely to leave Google, they’re more likely to harness the power of diverse ideas from their teammates, they bring in more revenue, and they’re rated as effective twice as often by executives (Rozovsky, 2015).

Creating a psychologically safe workplace involves active participation and commitment from leadership. Leaders must encourage team members to speak up, show vulnerability themselves, and endorse a learning-oriented approach rather than a performance-oriented one. Acknowledging one’s fallibility as a leader can set a precedent that mistakes are not only accepted but are seen as a natural part of the learning process.

So how do you effectively build psychological safety?

Organisations must take intentional steps. This includes:

  • Opening meetings with agenda items that allow all voices to be heard,
  • Celebrating diverse opinions,
  • Actively responding to team contributions with appreciation and follow-up, can reinforce a culture of mutual respect and continuous improvement,
  • Committing to being open about failures, and understanding errors are an opportunity for development and learning.

The direct link between psychological safety and team success presents a compelling argument for organisations to prioritise and cultivate such environments. Ensuring teams are high-performing not only enhances current productivity but also sets the stage for sustained success and innovation.

Reference List

Clark, T.R., 2020. The 4 Stages of Psychological Safety: Defining the Path to Inclusion and Innovation.

Edmondson, A., 1999. Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), pp.350-383.

Edmondson, A., 2019. The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Wiley.

McKinsey & Company. (2021). Psychological safety and leadership development.

Rozovsky, J. (2015). The five keys to a successful Google team.

We are all involved in shaping workplace culture

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Workplace culture significantly impacts an organisation’s performance and employee satisfaction. It reflects the collective values, beliefs, attitudes and actions that characterise how people work together. It is easy to assume that shaping a workplace culture is the responsibility of HR departments or leaders, but really, it’s everyone’s responsibility.

In this blog, we’ll delve into why the shaping of workplace culture is everyone’s responsibility the methods to evolve it, and the shared advantages of understanding each member’s pivotal role in establishing and nurturing a positive working environment.

Workplace culture comes from a combination of past experiences, events, and emotions, that form a pattern that guides our behaviour and identity and defines our roles and responsibilities. Culture shapes individuals because they have played a part in shaping it. Importantly, culture is not just something that exists on the surface, and it cannot be easily changed through quick workshops and superficial measures.

To begin shifting a workplace culture, we need to have meaningful and ongoing conversations. These talks should be careful and patient, and demand an understanding of past events and having a shared belief in a better future. Transparent, inclusive discussions are crucial with the avoidance of closed-door meetings.

Why is it in everyone’s best interest to share responsibility for the workplace culture?

Collaboration

A Harvard Business Review study found that businesses championing collaborative cultures are five times more efficient than those that don’t. Viewing culture as a collective responsibility fosters collaboration and mutual learning. “Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it’s the only thing that ever has” (Mead). By actively participating in shaping the culture, employees contribute to breaking down silos and fostering a collaborative work environment that leads to organisational success.

Customer Experience

A PwC survey discovered that 73% of consumers see positive customer experiences as pivotal for brand allegiance. Engaged workers invariably offer superior service, reinforcing the connection between workplace culture and customer rapport. Tony Hsieh, Zappos’ ex-CEO, stated “We believe that customer service shouldn’t be just a department; it should be the entire company.” By actively participating in shaping the culture, employees contribute to a positive customer experience that drives loyalty and business growth.

Ownership & Purpose

Being proactive in shaping company culture enhances a sense of purpose and ownership among employees. Gallup’s research indicates that motivated employees outperform the unmotivated by 21%. As Heskett states, “Engaged employees stay for what they give; disengaged employees stay for what they get.” By taking ownership of the culture, employees contribute to their own engagement and satisfaction, ultimately benefiting both themselves and the organisation.

Ethical Foundations

A study in the Journal of Business Ethics underscores the vital link between a positive work culture and ethical behaviour. With a vested interest in culture, employees commit to ethical principles and integrity. Benjamin Franklin observed, “It is easier to prevent bad habits than to break them.” Acknowledging culture as a shared objective promotes transparency, fairness, and ethical decision-making, thereby safeguarding the organisation’s reputation and trustworthiness.

Workplace culture, being multifaceted, is inherently collective. It is everyone’s business because culture is formed and maintained by everyone in the organisation.

The benefits of this collective ownership range from personal welfare to elevated productivity and the overarching success of the organisation. As the proverb states, “If you want to go fast, go alone. If you want to go far, go together.” By recognising that workplace culture is everyone’s responsibility, we embark on a collective journey towards a thriving work environment.

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