Ongoing failures and scandals
A scan of the literature, the internet and my interviews with a number of governance practitioners has revealed that when selecting and developing board directors – profit or non-profit, the focus is very much on what they know, who they know, and what they’ve done.
Perhaps, given the awesome responsibilities of 21st century directors (both profits and non-profits), with business having a key role in overcoming probable mega-disasters in society, the environment and the economy; the focus should at least be equally on their character virtues, an other– orientation (not self-serving), and purpose.
The interest in culture continues to grow but this growth comes with a proliferation of over-simplified and incorrect information about culture and culture change. CultureUniversity.com was launched in 2014 to cut through this misinformation and it’s grown to be a great resource for leaders and change agents (this is post #191).
Five new posts garnered the highest traffic in 2017 and my personal top insight from each post is captured in the list below.
In our previous article, Developing A Performance Culture, we explored what business can learn from the performing arts. We asked you to think about a time when you perhaps sang in a choir or played in a band or orchestra; performed in a play or musical or did a stand-up routine. When we perform like that, we are fully engaged. Our energy is our performance. It is impossible to deliver a disengaged performance. (Well, it is possible, but the performance will bomb and the fear of ‘dying’ usually energises us!)
We also talked about the ensemble mindset of all great performers: the way they know that the quality of their own performance depends on the quality of the support that they get from their fellow artists. Great performers actively want their fellow performers to be great. They work hard to help them put on a brilliant performance of their own so that the whole ensemble can feed off the resulting energy and new ideas.
We imagined how well businesses could run if they developed a ‘performance culture’ in which team members behaved like a top-flight ensemble, pouring their energy into a barnstorming performance, with everyone working together to put on the best show they are capable of.
Oliver Wendell Holmes, Sr. said, “A moment’s insight is sometimes worth a life’s experience.” So, when an opportunity presents itself to learn from those who have repeatedly and successfully managed the culture journey, it’s imperative to take the leap. I shared this post previously on ConstructiveCulture.com and offer it here to ensure these vital insights reach those who, like me, care deeply about workplace culture and effective change.
It’s essential for leaders and change agents to learn from the culture pioneers and experts in this evolving field. Human Synergistics convenes an annual Ultimate Culture Conference to bring visibility to important insights from culture trailblazers and progressive leaders. If you’re able to attend this forum, make sure you do—you’ll be glad you did. The insights you gain may be worth a life’s experience. Let’s get started.
The distinguishing feature of leading organizations is their culture. It affects performance, employee engagement, and the ability to create an innovative and positive work environment.
Leaders drive Culture, Culture drives Performance
Leaders have a significant impact on those around them and on the culture of their organization. And since culture affects every aspect of an organization, ranging from employee engagement, quality, agility, and innovativeness to brand and financial performance and long-term sustainability, we depend on leaders to lead in ways that create a culture that supports problem-solving and the long-term effectiveness of their organizations.
CEOs are the ultimate leaders, decision-makers, strategists, and visionaries, and their job is no easy feat. Facing high expectations and significant challenges, CEOs are under tremendous pressure to deliver results quickly. They’re often the first ones in the office, the last ones to leave, and they’re responsible for steering the ship through both smooth and rough waters. Given these challenges, the fact that CEOs show up to work day after day is expected yet admirable.