Tag: Culture

Culture Change is Not for the Weak!

CollaborationCulture continues to be a major point of discussion in many elite circles of business today. Many consultants are offering frameworks to adapt your culture to what they say is a better, more flexible format but when companies tried them they failed.

Culture misalignment is not just a big business issue; it can also be a big issue for small companies because the founder of the company often has trouble letting things go as the company grows which can create a massive gap in communications.

Many companies are looking for best practices to make their change in culture faster and easier, only to find the best practices don’t work in their current situation. Hundreds of books continue to roll off the Amazon supply line that offer new insights into how you can change culture quickly.

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How Collaboration Can Succeed 21st Century Organizations

Board Meeting PictureIn an older survey from the Center for Creative Leadership, a large majority of the senior leaders believed collaboration was essential to success. Yet, only 30% of respondents believed leaders in their organizations were actually skilled in collaboration. In my mind, this indicates that leaders must learn and embrace working across boundaries, physical, cultural and political, to collaborate effectively in the coming years.

In theory, collaboration is a process of participating through which people, groups and organizations work together to achieve common, desired results. Generally, there are some common factors and characteristics have been identified by research as influencing the collaborative process, including the skills of leadership (hard & soft). communication, sustainability, unity, participation, and a documented history of successful accomplishments

Below are some key factors that I feel are necessary for success in a collaborative project.

  • Initial Research and Evaluation – A needs and gap assessment should always be conducted. Goals can be made clear and there can be measurement processes in place to collect data and review those goals. Use of a SWOT (Strengths, Weaknesses, Opportunities, Threats) format can help you prioritize the stages.
  • Clear Understanding of Catalysts – The need for collaboration is usually based on the existence of problem(s) or the reason(s) within the organization therefore, for collaboration to exist, requires a comprehensive & unified approach. The team must know the WHY or it will flounder.
  • Know the Impact of Policies/Laws/Regulations. – Can collaboration function effectively under the existing policies, laws, and/or regulations, if they are understood and subscribed to or is there authority and process to alter existing or create new ones? (Environment)
  • Understanding Stakeholders – The collaboration team must understand the stakeholders, including the people, cultures, values and habits. Flexibility and adaptation are vital within any collaboration process. (Culture)
  • Positive Political Climate – Ideally, there should be a positive history and environment surrounding power and decision-making. A negative political climate may occur within the group as a whole, systems within the group or networks of people who could prevent success so this is an important point to monitor. Political climate can be affected by many external elements to communications are vital. (Communications)
  • Commitment to Resources – There must be an access process to acquire the required resources. Resources, for this process, refers to four types of capital: human, environmental, in-kind, and financial. (Transparency)
  • Clear, Concise Communication – A transparent & open communications style with an established process. (Vision)
  • Team Sustainability – There should be an agreed to plan for sustaining participation and resources throughout the project including guidelines in regards to the replacement of members, if necessary. (Mission)
  • Is There a History? – It is always good if the group collaborating, already has a history of working cooperatively and solving problems, but if this is not the case then one will be built in the process and should be documented for future collaborations. (Vision)
  • Strong Connectedness – Members should be connected and have established informal and formal communication networks at all levels along a dispute resolution process and a decision-making process that is accepted by all. As John Maxwell says in one of his latest books, “Everyone Communicates, Few Connect. (Communication)
  • Leadership – Leaders who promote, facilitate and support team building, and who can capitalize on diversity and individual, group and organizational strengths should be encouraged to step up and empower the other members to excel.

By using the thoughts outlined above as a focus for discussion you can reduce disruption within any group, new or existing. The group conversation should migrate from generic discussion to focused dialogue which leads to sound decision-making, and action.

Open and honest communication within the group will increase group effectiveness and commitment. It will also allow for viewing issues and problems in a more holistic manner. Open, transparent and honest communication within the collaboration team and with stakeholders is critical to success.

Setting the direction and focus must begin with establishing the vision, mission, values, and principles. Defining the outcome(s) further establishes identity and fundamental purpose. This creates the foundation for the team to work from, however, if the foundation is fluid you will run the risk of instability within the team. Activities also need to be segmented and aligned to provide value to the collaborative team and ultimately to the stakeholders.

Overlapping activities with similar focuses will confuse. Task/role clarity will create greater engagement, discussion and understanding. Applying the factors above to the existing and new processes and contexts of the process results in a greater shared understanding of what the collaboration stands for(WHY), where it’s going (WHERE), the internal and external environment (WHO), and how it intends to make its outcomes a reality (HOW) and (WHEN) it will be completed.

Collaboration often means different things to different people, therefore it is useful to think about collaboration as a continuum. There will be ups and downs as issues are discovered and dealt with by the team and this is normal.

Team members will consider themselves in relationships that vary from ordinary exchanges, in which the groups are more independent, to extraordinary relationships, in which they are more interdependent. Ultimately, collaboration involves networking, cooperation and coordination with empowered members who can lead in absence of orders.

If your company is having issues with collaboration and implementation, please check out our website at Transformative Leadership Group or send an email to ron@tlg-rwme.us.

Intentionally Redefine Your Leadership Style (part 4)

Child Leadership 2014  So what can you do to develop    your unique leadership style into one that will be highly trusted and respected? Today we continue last week’s post, here are the last three of the seven characteristics you can integrate when selecting the best leadership style, with tips for putting them into action.

  1. Be Collaboration-Focused

The best leaders are human and socially conscious. Recognizing the contribution of others and giving the team room to innovate is the best way to lead into a more resilient future. In this 21st century we are facing radical changes in business structure, communication methods and high dependency on partners for growth.

If your leadership style is silo focused and inward driven, then it will not fit well in today’s environment. People are looking for leaders they can trust, believe and willing to commit to a common purpose of vision. If your focus in on short term financial goals with no room for employees, then I would say your focus is wrong.

  • Consider “Why should my team be led by me?” Notice what you already bring them, and what they need more of from you to bring out their best.
  • Ask yourself, “What can I give my team today?”
  • Ask your people, “How can I help you succeed?”

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Soft Skills, Manners, Etiquette in 2015, Part 2

Soft Skills Target - FDP - SMiles 2015I am currently reading Marshall Goldsmith’s most recent book entitled “Triggers, Creating Behavior that Lasts” and he starts the discussion with two truths that will come to play when we try to affect change in any of the areas of Manners, Etiquette and soft skills:

Truth #1: Meaningful behavioral change is very hard to do.

Truth #2: No one can make us change, unless we truly want to change.

Now both of these truths are common sense and self-evident, yet we continually fall back into old habits easily and try to blame everyone else. Each of these areas are critical for solving human to human (H2H) issues that plague us at work and at home. I highly recommend this book to everyone who is struggling with self-development issues.

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4 Tips to Develop a Team Competitive Advantage

Courtesy of Stuart Miles at freedigitalphotos.net

Courtesy of Stuart Miles at freedigitalphotos.net

In a previous article, we discussed the idea of problem solving broken into a mindset structure, in this article we will look at ways to make a team building strategy that can become a competitive advantage, if done consistently and transparently using those mindsets.

If you are a team leader or senior leader, this same process applies. You must realize that the process takes time, a lot of effort and most importantly connecting with your team members. It cannot be done remotely nor can it be done in a vacuum, i.e., without input from the team members. There must be integrity, trust, and transparency in the whole process.

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Real-ationships, a Must in the Hyper-Connected World

Puzzle - Real-ationships

Putting Real-ationships together.

I find it interesting how changing a letter or two can open up a whole new arena for a person’s mind.  In listening to the sermon recently, the word Real-ationships was coined and discussed in a spiritual sense but I found this opened a whole different view for me in terms of leadership.

The idea was very liberating because much of what we discuss today has a virtual feel to it and many times leaves us feeling disconnected and alone, even though we are buried in data and virtual relationships.

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The Chemistry of a Successful Business Strategy

Sheelamohan FDP 2014I have been struggling over the last year is to determine how best to formularize a successful strategy for small, medium and large businesses.  We, as humans, really love it when we can look at a formula and be able to see a tangible and repeatable answer.  Sometimes, we make a solution too simplistic and other times we make any it overly complex.  Now we can argue that it can never be too simplistic but I would argue that there are times when our simple mentality doesn’t go far enough to make a tangible difference in the overall solution of a problem.

Many times I find that we opt for the simplistic solutions because of impatience, cost or laziness which further complicates the situation.  So, how can we make sure we have examined all the vital aspects of a problem or creation to ensure that we have a valid strategy for execution?  Now I don’t guarantee that this formula will guarantee success but if you are honest in asking and answering the questions then when you look at the associated risks you will have a good foundation to build success upon.

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8 Tips on How to build an Ownership Culture

Thanks to Danilo Rizzuti & FDP

Thanks to Danilo Rizzuti & FDP

Many leaders today will speak about culture within their companies only when forced to and others aren’t there to listen.  Culture is that internal force around which all of your processes, practices and ethics revolve.  Culture is critical in today’s business environment and needs to be brought up every chance you have when discussing your future.

Corporate culture should remain the same across geographical regions and empower the people to be high performers.  If you have the right high-performance culture, it will make for a high-performance company.  You should have a very visible “Company Way” of doing things, a way that can be recognized by employees, management and customers regardless of where the company is located.

ONE COMPANY- One Culture should be your mantra however many leaders dilute the culture by not having the fortitude to infuse the full nature of a high performance culture into the DNA of their company.  Offices are decorated differently, logo guidelines are not enforced, color palettes are not provided, communication methods are loosely driven and programs that drive respect are missing from the daily patterns.

There are a number of basic elements necessary for a sustainable high-performance culture:

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