Leaders CREATE the CULTURE – 4 Ways You Can Make A Difference
As a leader in your organization, team or group, you are responsible for the culture there.
Take a step back…look at the organization, team or group that you are in…
Is it disgruntled, unorganized, angry, most of your team is beat down and unhappy?
Is it organized, simple, stress-free, and are people happy to come to work?
Now think about the leaders in your culture…the leaders are probably the same as the culture. This is why I say leaders are responsible for the culture in which their team is living…
So if you are a leader, what type of culture do you want to build?
Here are four things that you should focus on as a leader that WILL influence the type of culture you are going to build and manage.
- Team Work
Ways to Foster Team Work in your organization
Communicate the expectation of Team Work from the Top
Everyone needs to stay on the same page and focus on the same goals…
Leadership and Role Modeling
Leaders need to take part in the team as well. Work by example. Your team will follow you.
Reward and Recognize Team Work
Everyone likes to be rewarded. When you do this, those that were not on board will quickly gravitate to it.
Form Teams Immediately
If you are not doing this…start as soon as you can. Consider a coach if you are not sure how to start.
Hold Department/Periodic Meetings
These should be team-focused to ensure the team is not stuck and is focused on the right things.
Have Fun in Groups
People work better together when they get along. Find the time to spend outside of work to help flourish those relationships.
Celebrate Team Accomplishments
Make teams the most important ‘people’ in the workplace and make their accomplishments known to everyone.
Beware of your weaknesses and overcome them as a team. Focus on your strengths…pull the best part of yourself out at all times without spending too much time trying to fix the weaknesses that you have. This is far more productive in a team environment. Knowing and respecting each other’s strengths and weaknesses make a great team.
2. Rigor
Rigor is the adherence to a plan, a routine, but it must be repeatedly communicated and visible to all in order to be effective.
Rigor will not occur by chance and will certainly not occur when you have your department, customers and suppliers all going about in different directions. If you want great results, rigor will be the framework and discipline to get you there.
Two Areas of your business to implement this concept…
Support/Troubleshooting
Support each issue/solution with the same routine. Observe the problem, Gather evidence and conduct analysis (maybe testing something out).
Don’t shoot from the hip and guess or try things just to be trying…Be methodical in your process and require your team to do this as well.
Process Building
Developing documentation, process maps, timelines, and educating new staff, new suppliers and new supply chain personnel on an ongoing basis
is rigor; it is work. Creating, training and diligently enforcing compliance is rigor; it is work.
Rigor will create alignment, getting everyone on the same page and doing it the same way to eliminate the questions and the variability in your process.
It will demonstrate a process that is consistent, repeatable and predictable for all involved and for the good of the organization. It gives everyone one VOICE.
3. Inquiry
A leader’s role is to create the right opportunities. When someone points out a problem (that has been identified, researched and analyzed to be a real problem) that has not been solved, this is when most
creativity and innovation occur.
For companies seeking to innovate, adapt to change, and maintain an edge in fast-moving, competitive markets, a questioning culture can
help ensure that creativity and adaptive thinking flows throughout the organization.
“One of the ways successful companies consistently create separation from the
competitive pack is by critically examining and improving the business model from end to end.
Starts at the top — with leaders who question – Not in a demeaning way, but in an inquisitive way to learn or get feedback
Questioning should be rewarded (or at least, not punished) – Ask the problem-finder if and how much they’d want to be involved in working on that issue — with the understanding that they’ll be given time and support as needed, and that, even if they never find an answer to the question, they’ve earned credit just by asking it.
Give people the time and space to question deeply – People need room to pursue questions that may not be part of their everyday work. A lot of breakthrough questioning happens as people “venture out into the world to observe and listen.” On-the-ground insights can spark the “why“ and “what if“ questions that eventually lead to innovation.
Provide the tools to question well – Questioning is a skill and a way of thinking; it is our ability to “organize our thinking around what we don’t know.
For those managers worried about being flooded with “stupid questions,” the solution is to guide employees — through training and exercises — toward more informed, potentially productive questions.
4. Accountability
Personal accountability is an admirable trait, one that everyone should strive to attain. But as a leader, it is essential to create a culture of accountability for individuals and the group as a whole.
Tips for creating a culture of accountability are S.I.M.P.L.E.:
Set expectations
Defining vision, goals, setting standards align with roles and responsibilities
Invite commitment
Individuals commit to the vision, goals and roles and responsibilities
Measure progress
Quantify your goals by measuring them so you know where each individual of your team needs improvement or is doing well.
Provide feedback
Provide feedback to team members so that there can be improvement towards the goal. When creating a culture of accountability, make sure that the
feedback that you do give highlights both the positive things that the team member has done and the areas where they can improve.
Link to consequences
So, in creating a culture of accountability, it is important to emphasize the link to consequences, whether as a ‘whip’ behind the team members to
drive them forward, or as a carrot for them to chase. The key to assess and realize which type of motivation different people may need.
Evaluate effectiveness
Not all methods of operation are effective! Waiting until the end of the process or project to evaluate the effectiveness can severely hamper the potential
of you as an individual or your team as a whole. Step aside and assess the plan and the participating team members. Evaluate the effectiveness of each component, good and bad, in relation to the goal and mission.
Creating a culture of accountability does not end with evaluating effectiveness, and it is not established by going through this process one time. Once you take inventory of the process and team, use the information you have gained to improve the process moving forward.
Whew…that was a lot! But if you as a leader focus on these four things, my bet would be that you will make such a significant difference in your team and its environment that you too will be changed!
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SL Smith & Associates became a firm in late 2014. It was a result of the owner, Stephanie Smith breaking out from working for SAP consulting firms and doing it on her own, convinced that the cookie cutter consulting the same way for every one was so frustrating and not getting the job done.
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